I work with owners and developers on the decisions that shape a hospitality or mixed-use project — at the stage when those decisions still matter.
Concept · Operator Selection · Commercial Structuring
Twenty years running hotels. Then building them. That combination is rare — and it changes everything about how I advise.
From Mandarin Oriental Hong Kong to NEOM's sovereign-scale programmes, I've held senior operational roles and led asset strategy for multi-billion-dollar developments. I understand what an operator needs because I've been one. I protect what an owner needs because I've sat in that chair too.
Now I work independently — with a small number of clients at the stage when decisions are still fluid and the cost of getting them wrong is highest.
Institut Hôtelier César Ritz, Switzerland · Johnson & Wales University, USA
Defining what a hospitality asset should be — its positioning, its market, its reason for existing. Before the architect draws, before the operator pitches, before the numbers get set in stone.
Matching the right brand to the right asset. Evaluating proposals, negotiating terms, and ensuring the operator relationship is structured to protect long-term value — not just fill a flag on a map.
Designing the owner-operator deal: fee structures, performance thresholds, termination rights, and the commercial architecture that determines who really benefits over the life of the agreement.
Across a portfolio or programme: what to build, where, in what sequence, and at what scale. Aligning hospitality assets with broader development goals and capital strategies.
NEOM
Sovereign-scale programme experience — $500B+
I work with a small number of clients. If you are at an early or consequential stage of a project, I am happy to talk.
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