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, Czechia

  • 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 Luxury Castle Hotel & Wine Estate • Southern Slovakian Country-side

  • 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 the owning family.

230-key Black Sea Resort • Sochi, Russia

  • 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

  • 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

  • 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 Greenfield Hotel Opening • Bishkek, Kyrgyzstan

  • 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, Czechia

  • 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

  • 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

  • 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

  • Strategic executive review supporting the organisational redesign of an international hotel management company following a change of ownership.
  • The assignment designed the future governance framework, commercial operating model, organisational architecture, and portfolio management structure required to improve operational performance, management consistency, and long-term enterprise value across a multi-country hotel platform.

Leading Luxury Boutique Hotel • Chișinău, Moldova

  • Enterprise transformation programme integrating governance, commercial architecture and organisational capability to reposition Moldova’s leading independent luxury boutique hotel for sustainable profitability and long-term enterprise value.
  • 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

  • National hospitality recovery programme supporting hotel enterprises through the COVID-19 crisis.
  • The assignment integrated commercial strategy, operational resilience, revenue management and business continuity into a structured sector recovery framework, enabling hotel enterprises to navigate disruption while preparing for sustainable recovery.

Flagship Hard-Branded City Hotel • Podgorica, Montenegro

  • Commercial transformation and organisational development programme supporting the long-term competitiveness of a flagship international business hotel.
  • The assignment integrated business planning, commercial strategy, revenue management, governance, and organisational capability into a structured commercial operating framework that strengthened resilience and supported sustained performance throughout the COVID-19 period.

Mixed-Use Hospitality Development • Amman, Jordan

  • 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

  • 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

High-Altitude Glamping Resort • Pamir Mountains, Kyrgyzstan

Luxury Boutique Hotel Management Company • Bay of Kotor, Montenegro

  • 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

  • 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

  • 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.

COVID-19 Remote Advisory Programme EBRD Hospitality Sector • Multiple Countries

  • Following the suspension of international travel during the COVID-19 pandemic, conventional onsite advisory assignments across the EBRD Advice for Small Businesses programme were placed on hold.
  • As Team Coordinator for the Hospitality & Tourism sector, I designed and introduced a structured remote advisory methodology centred on executive webinars, knowledge transfer and follow-up advisory engagement.
  • The framework translated international best practice into practical guidance on commercial recovery, digital transformation, organisational resilience, governance and investment readiness, enabling continued support for hospitality businesses despite travel restrictions.
  • Initially developed as an alternative to conventional onsite delivery within the Hospitality & Tourism sector, the methodology subsequently informed the development of remote advisory Terms of Reference and comparable delivery approaches across the wider EBRD advisory programme, supporting advisory teams working in sectors including agriculture, energy, telecommunications, pharmaceuticals and manufacturing.

National Hospitality Recovery Programme • Greece

  • 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

  • National hospitality recovery programme supporting hotel owners and operators through remote advisory and sector-wide capability development during the COVID-19 pandemic.
  • The assignment integrated commercial strategy, revenue management, branding, organisational capability, and investment readiness into a structured recovery framework, enabling hospitality businesses to navigate disruption and prepare for sustainable recovery.

National Hospitality Recovery Programme • Tunisia

  • 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 for QSR • Egypt

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

 

National Hospitality Recovery Programme • Ukraine

  • 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

  • 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

  • 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

  • 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

  • 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

  • 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

  • Originally designed for onsite delivery, the programme was successfully restructured into a nationwide remote advisory platform integrating structured learning, international specialist delivery, participant coaching and follow-up advisory pathways.
  • The programme subsequently provided the foundation for individual International Advisory assignments with participating enterprises, including Best Western Premier Tuushin Hotel and New Juulchin Tours.

Executive Leadership Webinar • Zagreb, Croatia

  • One-day online executive webinar for UPUHH Hotel Academy, supporting Croatian hotel leaders during the post-COVID recovery period.
  • The session focused on helping hospitality managers move beyond administrative HR practices towards business leadership through people performance management, engagement culture, organisational structure, compensation logic and GDPR-compliant recruitment.

Leading Destination Management Company • Amman, Jordan

  • Strategic diagnostic and business transformation advisory supporting one of Jordan’s leading destination management companies.
  • The assignment established a structured transformation framework covering strategy, commercial development, organisational capability, product development and implementation governance to support long-term business growth.

Mixed-Use Hospitality & Residential Development • Zlatibor, Serbia

  • Strategic investment and Highest & Best Use review supporting the owners of a mixed-use hospitality and residential enterprise in evaluating future capital allocation and long-term enterprise value.
  • The assignment challenged the planned expansion into a new five-star hotel, concluding that greater long-term value could potentially be created through strengthening operating capability, governance and commercial performance before further asset development.

Industrial Catering Group • Minsk, Belarus

  • Business transformation programme supporting the strategic growth of Belarus’ leading industrial catering company.
  • The assignment integrated enterprise strategy, operational improvement, commercial development, organisational capability and investment planning into a scalable business framework supporting the transition from an entrepreneurial business towards a larger production-based enterprise.
  • The project concluded prematurely following EBRD’s suspension of activities in Belarus due to the geopolitical situation.

Leading Inbound & Outbound Tour Operator • Ulaanbaatar, Mongolia

  • Enterprise transformation programme supporting the organisational modernisation of one of Mongolia’s leading tourism companies.
  • The assignment integrated strategic planning, commercial architecture, organisational redesign, ERP-enabled performance management, human capital development and digital transformation into a unified operating framework supporting post-pandemic growth, organisational scalability and improved governance.
  • The programme also initiated dialogue with national tourism stakeholders regarding broader sector capability development.

Mixed-Use Commercial Real-Estate Enterprise (Business Centre) • Almaty, Kazakhstan

  • Enterprise transformation programme supporting the strategic development of one of Kazakhstan’s leading mixed-use commercial real estate enterprises.
  • The assignment integrated strategic business planning, Highest & Best Use, commercial architecture, organisational redesign, asset and facilities management, governance, financial architecture and performance management into a unified operating framework supporting long-term enterprise value, operational scalability and future business diversification.

IPO-Readiness of a Hotel Ownership Company • Greece

  • 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.

National Hospitality Capability Development Programme • Athens, Greece

  • Enterprise capability-development programme supporting independent Greek hospitality enterprises through executive education in commercial strategy, tourism distribution and digital transformation.
  • The programme translated EBRD International Advisory methodology into a structured online executive curriculum delivered in cooperation with INSETE, strengthening commercial understanding while promoting future advisory opportunities within the Greek hospitality sector.

Hotel Digital Transformation • Amman, Jordan

  • Executive sector capability-development programme supporting digital transformation across Jordan’s hospitality industry.
  • The assignment translated digital transformation, commercial technology and ESG+D concepts into practical investment priorities for hotel executives while promoting EBRD advisory services and generating qualified enterprise leads for future international advisory programmes.

Flagship Hard-Branded City Hotel • Ulaanbaatar, Mongolia

  • Business transformation programme supporting the strategic repositioning and long-term value creation of Mongolia’s leading international business hotel.
  • The assignment integrated asset management thinking, commercial development, governance, organisational capability and USALI-based business planning into a structured decision-making framework supporting ownership, management and future investment.

Desert Hospitality Asset • Wadi Rum, Jordan

  • Strategic screening and investment-readiness assessment supporting the future development of a desert hospitality enterprise in Wadi Rum.
  • The assignment evaluated governance, commercial positioning, operational capability, financial management and capital investment priorities to determine the feasibility and strategic direction of a proposed international advisory programme.

Hotel Owning and Operating Company • Crete & Santorini, Greece

  • Enterprise-wide Organisational and Commercial Transformation Programme supporting the continued evolution of one of Greece’s leading hotel-owning and operating companies.
  • The assignment implemented governance, commercial architecture, organisational capability and USALI-based performance management across a growing hospitality portfolio, embedding the management disciplines required to support sustainable enterprise growth and future expansion.

Luxury Wine Resort & Business Hotel Portfolio • Moldova

  • Parallel donor-funded International Advisory programmes supporting the strategic development of two complementary hospitality assets within the same ownership group.
  • The assignments developed the commercial strategy for a diversified hospitality and wine enterprise, demonstrating how hospitality assets could serve not only as profit centres but also as strategic marketing and distribution platforms supporting long-term enterprise growth, stronger free cash flow and future investment.

Integrated Hospitality Group • Moldova

  • Owner-side strategic advisory supporting the creation of an integrated commercial and operating platform for a diversified hospitality and wine enterprise.
  • The assignment designed the commercial, organisational and governance architecture that combined hospitality, wine, digital distribution and future management capability into a unified enterprise model focused on increasing free cash flow and sustainable enterprise value.

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