PROJECT PORTFOLIO • 15 years • 45 Projects

Across Western, Central and (South) Eastern Europe, the Western Balkans, North Africa, the Middle East and Central Asia

150-key 3-Star Hotel – Prague, Czech Republic • June 2011 – October 2011

  • Operational Due Diligence and Owner Representation supporting the repositioning of a distressed 150-room hotel following leaseholder default.
  • The assignment included a comprehensive operational and commercial review, development of a five-year turnaround business plan, support during operator selection, and an independent owner-side performance review following the appointment of the new leaseholder.

Historic Castle Hotel & Wine Estate • Southern Slovakian Country-side • August 2011 – June 2012

  • Business recovery and commercial repositioning programme supporting the financial stabilisation of a historic castle hotel following prolonged underperformance.
  • The assignment combined recovery management, commercial redevelopment, operational restructuring, and market repositioning to restore trading performance while preserving the property’s long-term strategic role for ownership.

230-key Black Sea Resort • Sochi, Russia • July 2012 – January 2014

  • Commercial repositioning and market-readiness programme supporting the conversion of a 230-room Black Sea sanatorium into a resort ahead of the 2014 Winter Olympic Games.
  • The assignment developed the hotel’s complete Commercial Operating Framework, integrating market positioning, commercial systems, organisational capability and financial planning to support both Olympic demand and sustainable long-term trading.

128-key Golf Resort & Timeshare Destination • Tuscany, Italy • July 2014 – September 2015

  • Strategic turnaround and business transformation programme supporting the repositioning of a 128-unit golf resort and timeshare destination into a commercially sustainable mixed-use resort.
  • The assignment developed an integrated business and Business Operating Framework aligning governance, organisational capability, commercial strategy, financial planning, and capital investment to improve long-term enterprise value.

Eight-Hotel OpCo / Franchise Conversion Portfolio • Russian Federation • August 2014 – February 2015

  • Corporate operating management company development programme supporting the transition of eight internationally branded hotels from management agreements to franchise operations.
  • The assignment established the Corporate Operating Framework for a newly created hotel management company, integrating governance, performance management, commercial strategy, operational standards and business planning to support portfolio-wide performance and long-term organisational capability.

84-key Luxury Boutique Hotel • Bishkek, Kyrgyzstan • March 2015 – June 2015

  • Pre-opening business planning and operating model development supporting the establishment of an 84-key luxury boutique hotel financed through the EBRD.
  • The assignment developed the hotel’s complete Business Operating Framework, integrating market positioning, commercial strategy, organisational design and financial planning to provide the foundations for a successful opening.
  • To support implementation, we sourced, shortlisted and recommended the General Manager who was subsequently appointed.

224-key City Hotel • Prague, Czech Republic • January 2016 – February 2016

  • Investment-readiness and operational review supporting the exit sale of a major Prague hotel.
  • The assignment translated operational and financial information into investor-grade reporting suitable for valuation while identifying commercial, operational, and governance improvements capable of enhancing long-term asset value.

206-key City Hotel • Ljubljana, Slovenia • July 2016 – February 2018

  • The assignment commenced with an independent operational due diligence undertaken as a specialist subcontractor to a RICS-qualified hotel valuation specialist in support of the owner’s planned divestment.
  • The engagement combined operational due diligence, USALI-based business planning, commercial optimisation, governance and structured knowledge transfer to strengthen investment readiness, protect enterprise value and support a transparent ownership transition.
  • As the transaction progressed, the mandate evolved into board-level transition support, providing independent governance and continuity between seller and buyer.

Luxury Hotel Portfolio • Adriatic Island, Croatia • April 2017 – November 2017

  • Strategic governance and organisational review supporting the long-term repositioning of one of Croatia’s leading luxury resort portfolios.
  • The assignment aligned ownership ambitions with commercial strategy, governance, organisational capability, and phased investment planning to strengthen enterprise capability and support sustainable destination development.

International Hotel Management Company Redesign • Austria, Czech Republic, Hungary & Ukraine • July 2017 – October 2017

Leading Luxury Boutique Hotel • Chișinău, Moldova • February 2018 – December 2018

  • Organisational and commercial transformation programme supporting the long-term competitiveness of Moldova’s leading independent luxury boutique hotel.
  • The assignment integrated USALI, governance, business planning, organisational capability, and commercial architecture into a unified management framework that delivered sustainable profitability improvements.

National Tourism Competitiveness Programme • Ukraine • July 2019 – November 2019

  • Strategic advisory supporting the development of EBRD’s national roadmap for the competitive development of Ukraine’s travel and tourism sector.
  • The assignment contributed international hospitality expertise to the strategic framework, policy recommendations, and implementation roadmap guiding future sector development.

Hard-Branded City Hotel • Podgorica, Montenegro • July 2019 – June 2021

  • Commercial transformation and recovery programme supporting the long-term competitiveness of a flagship international business hotel.
  • The assignment integrated business planning, commercial strategy, revenue management, and governance into a structured recovery framework that continued successfully throughout the COVID-19 period.

Mixed-Use Hospitality Development • Amman, Jordan • August 2019 – December 2020

  • Development planning programme supporting the creation of a mixed-use hospitality, residential and lifestyle destination.
  • The assignment integrated Highest & Best Use, governance, organisational architecture, operator strategy, business planning and financial modelling into a comprehensive development framework designed to maximise long-term enterprise and asset value.

National Hospitality Sector Development Programme • Azerbaijan • September 2019 – October 2019

  • National hospitality capability-development programme introducing international performance management standards to independent hotel operators.
  • The assignment combined executive education, enterprise diagnostics, and investment-readiness assessments to generate advisory opportunities and strengthen sector competitiveness.

International Business Matching Programme • Italy / Kyrgyz Republic • December 2019 – March 2020

High-Altitude Glamping Resort • Pamir Mountains, Kyrgyzstan • December 2019 – August 2021

Luxury Boutique Hotel Management Company • Bay of Kotor, Montenegro • December 2019 – March 2022

  • Organisational transformation programme supporting the development of a scalable hotel management and franchising platform.
  • The assignment developed an integrated management framework combining governance, commercial strategy, business planning, and organisational capability to support regional expansion.

Leading Tour Operator • Yerevan, Armenia • January 2020 – June 2023

  • Business transformation programme supporting the transition of one of Armenia’s leading tour operators from entrepreneur-led growth to structured organisational management.
  • The assignment integrated strategic business planning, organisational architecture, KPI management, CRM development, and commercial capability into a scalable operating framework.

Restaurant Group (Six different F&B concepts) • Tbilisi, Georgia • March 2020 – June 2021

  • Organisational diagnostic supporting the long-term development of one of Georgia’s leading hospitality and restaurant groups.
  • The assignment identified governance, succession planning, organisational capability, and business planning as the principal priorities for sustainable growth beyond operational excellence.

National Hospitality Recovery Programme • Greece • March 2020 – June 2021

  • National hospitality recovery programme supporting independent hotels during the COVID-19 crisis.
  • The assignment translated international best practice into practical commercial recovery, digitalisation and investment-readiness programmes while generating advisory opportunities for EBRD.

National Hospitality Recovery Programme • Jordan • March 2020 – June 2021

  • National hospitality recovery programme supporting hotel owners and operators during the COVID-19 pandemic.
  • The assignment integrated commercial strategy, revenue management, branding, and investment readiness into a structured recovery framework for the hospitality sector

National Hospitality Recovery Programme • Tunisia • March 2020 – June 2021

  • National hospitality recovery programme supporting hotel enterprises during the COVID-19 crisis.
  • The assignment translated international advisory methodology into practical guidance on commercial recovery, operating structures, and asset strategy while establishing a pipeline for future advisory support.

National Food & Beverage Recovery Programme • Egypt • March 2020 – June 2021

  • National recovery programme supporting Egypt’s restaurant and food service sector during the COVID-19 pandemic.
  • The assignment adapted hospitality advisory methodologies to food and beverage enterprises through executive education, sector guidance, and SME capability development.

 

National Hospitality Recovery Programme • Ukraine • March 2020 – June 2021

  • National hospitality recovery programme supporting hotel enterprises through the COVID-19 crisis.
  • The assignment combined commercial strategy, operational resilience, revenue management, and business continuity into a structured sector recovery framework.

National Hospitality Recovery Programme • Armenia • March 2020 – June 2021

  • National hospitality recovery programme supporting Armenia’s hospitality sector during the COVID-19 pandemic.
  • The assignment adapted international best practice into country-specific commercial, digital, and organisational development programmes supporting enterprise growth.

National Hospitality Recovery Programme • Mongolia • March 2020 – June 2021

  • National hospitality recovery programme supporting Mongolia’s hotel sector during the COVID-19 crisis.
  • The assignment established a structured recovery framework integrating commercial strategy, destination marketing, revenue management, and operational resilience.

National Hospitality Recovery Programme • Uzbekistan • March 2020 – June 2021

  • National hospitality recovery programme supporting Uzbekistan’s hospitality sector during the COVID-19 pandemic.
  • The assignment adapted EBRD’s international advisory methodology to local market conditions, establishing the foundations for long-term commercial transformation.

National Hospitality Recovery Programme • Tajikistan • March 2020 – June 2021

  • National hospitality recovery programme supporting Tajikistan’s tourism enterprises during the collapse of international travel.
  • The assignment strengthened commercial resilience, destination marketing capability and enterprise readiness while creating opportunities for future advisory support.

National Hospitality Capability Development Programme • Albania • June 2020 – October 2020

  • Capability-building programme supporting the development of Albania’s hospitality consulting profession.
  • The assignment established a structured learning and quality-assurance framework enabling local consultants to deliver higher-value advisory services to tourism enterprises.

National Hospitality Capability Development Programme • Mongolia • October 2020 – March 2021

  • National hospitality capability-development programme strengthening managerial competence across Mongolia’s hotel and tourism sector.
  • The assignment designed the programme architecture, governance framework, and specialist delivery model integrating commercial management, USALI, revenue management, and food & beverage into a scalable national development programme.

Executive Leadership Development Programme • Zagreb, Croatia • March 2021

  • Executive capability-development programme supporting Croatia’s national hospitality employers’ association during the post-COVID recovery.
  • The assignment helped hotel leaders transition from operational management towards strategic leadership by integrating organisational architecture, performance management, and talent strategy.

Leading Destination Management Company • Amman, Jordan • May 2021 – December 2023

  • Business transformation programme supporting the post-pandemic recovery of one of Jordan’s leading destination management companies.
  • The assignment integrated strategic planning, commercial development, organisational capability, and programme governance into a long-term framework for sustainable business recovery.

Mixed-Use Hospitality & Residential Development • Zlatibor, Serbia • June 2021 – August 2021

  • Strategic investment review supporting the long-term development of a mixed-use hospitality and real estate enterprise.
  • The assignment evaluated Highest & Best Use, enterprise strategy, and organisational capability, concluding that greater long-term value could be created by strengthening the operating business than by pursuing a planned five-star hotel development.

Industrial Catering Group • Minsk, Belarus • August 2021 – February 2022

  • Business transformation programme supporting the organisational development of Belarus’ leading industrial catering company.
  • The assignment integrated strategic business planning, organisational architecture, KPI management and commercial capability into a scalable management framework supporting future growth.

Mixed-Use Business Centre • Almaty, Kazakhstan • November 2021 – December 2023

  • Business transformation programme supporting the strategic development of one of Kazakhstan’s landmark mixed-use commercial properties.
  • The assignment guided the executive team in developing its Highest & Best Use strategy, business plan, and organisational capability to improve long-term commercial performance.

Hotel Ownership Company • Crete, Greece • May 2020 – April 2022

  • IPO-readiness and organisational transformation programme supporting the development of a professional hotel-owner managed hotel management company.
  • The assignment redirected the organisation from transaction readiness towards capability readiness by designing the governance, commercial, and organisational foundations required for sustainable long-term growth.

Jordanian Hotels Association • Amman, Jordan • February 2022 – June 2022

  • Executive capability-development programme supporting the digital transformation of Jordan’s hospitality sector.
  • The assignment translated digital strategy and commercial technology into practical investment priorities while strengthening industry awareness of EBRD advisory services.

National Hospitality Capability Development Programme • Athens, Greece • May 2022 – June 2022

  • National executive development programme supporting independent Greek hotels through scalable commercial capability building.
  • The assignment translated EBRD International Advisory methodology into an online learning platform in cooperation with INSETE, covering commercial strategy, revenue management, distribution, and digital marketing.

Large Franchise-Licensed Hotel • Ulaanbaatar, Mongolia • June 2022 – October 2023

  • Business transformation programme supporting the long-term competitiveness of Mongolia’s leading international business hotel.
  • The assignment integrated commercial strategy, organisational capability, governance and business planning into a structured performance management framework supporting stronger investment decision-making.

Desert Hospitality Asset • Wadi Rum, Jordan • October 2022 – October 2023

  • Investment-readiness assessment supporting the future development of a unique desert hospitality destination.
  • The assignment evaluated commercial positioning, product lifecycle, and capital investment priorities to establish a roadmap for sustainable long-term asset development.

Hotel Owning and Operating Company • Crete & Santorini, Greece • March 2022 – December 2025

  • Enterprise-wide organisational and commercial transformation programme supporting the evolution of one of Greece’s leading hotel-owning and operating companies.
  • At the time, the company comprised a 680-key 5-star resort and a 320-key TUI-branded resort on Crete, and a 5-star lifestyle hotel with 124 keys on Santorini, as well as development land for future resorts. It also operated a convention centre on Crete.
  • The assignment integrated governance, commercial architecture, business planning, talent strategy, ICT, and ESG into a unified management framework designed to improve organisational capability and long-term enterprise value.

Hotel Owning and Operating Company • Chișinău, Moldova • October 2024 – February 2026

  • Commercial transformation programme supporting the development of two complementary hospitality assets within an integrated operating platform.
  • The assignment aligned branding, commercial strategy, distribution, wellness, food & beverage, and organisational capability to strengthen market positioning and operational performance.

Multi-Property Company, Business Hotel & Wine Resort, Moldova, February 2025 – February 2026

  • Owner-side strategic advisory supporting the development of a scalable hospitality management platform.
  • The assignment designed the commercial and organisational architecture for future growth, integrating OpCo/PropCo governance, operating concepts, product positioning, and franchise-led expansion.

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