The hotel investment model in Africa is under severe pressure and, in many cases, fundamentally flawed. For decades, management models have been transplanted from international markets without adapting to local nuances - a critical oversight given the continent's diverse and ever-evolving landscape. At the same time, owner profiles have adapted, and in mature markets like the United States and the UK, the traditional "brand managed" model is no longer the dominant operating model for hotels. Why, then, are we still perpetuating an outdated model when our own investment climate demands a fundamental rethink?

True success is born when individual goals become shared objectives, allowing all parties to move forward with a unified purpose. The key to navigating this new landscape is finding a management company that doesn't just run a hotel - it builds a business around it. This is a fundamentally different approach, but one we have successfully deployed in over 100 properties under our management globally. 

This is why we believe it’s time to be revolutionary, not evolutionary. We are a management company dedicated to challenging the status quo. By serving as the central point of an owner-centric ecosystem, our goal is to build a foundation of trust and transparency that goes beyond the contract. We are a team of Hotelitarians committed to a single, shared vision: leveraging our global insights to create better-performing assets that deliver a sustainable, enduring return. Our philosophy, "A Whole World of Local," is about blending international expertise with a deep respect for regional nuances, creating a partnership built for genuine success.

At the outset of a project, a stronger partnership is built on a shared purpose from the very beginning. It is far more effective to first identify common ground where interests naturally converge, such as the desire for a well-performing, attractive, and sustainable property. By building the partnership on this foundation of mutual trust and shared goals, we avoid the friction and tension that arise from starting with rigid, divergent positions. We encourage all parties to articulate their "why" beyond just the "what," fostering a truly collaborative environment.

Here's how we align multi-party interests to deliver superior results:

Alignment through upfront value engineering (owner & project team)

The most successful projects are the ones that start lean. Our status as a vetted partner with international brands gives us the flexibility to challenge non-essential brand standards and push for value engineering during the development phase. By scrutinising construction costs and timelines, we directly help the project team optimise development budgets from the outset. This upfront cost efficiency aligns the project team's goals with the owner's primary interest in maximising long-term asset value and achieving higher profitability.

Alignment through flexible financials (owner, operator & bank)

The mistake many owners make is comparing our fees directly with those of a traditional brand-managed model. This comparison is misleading, as the value proposition is fundamentally different. Our financial model is designed for flexibility, creating value-enhancing elements for all parties by giving owners a level of control and risk mitigation that is a stark departure from the lengthy, restrictive agreements of the past. Our shorter, more flexible contract terms and strong performance clauses provide greater confidence for financiers by ensuring robust debt service coverage, while offering the owner an easier exit strategy and greater control. This flexibility is key to creating better-performing assets and achieving long-term financial sustainability.

Alignment through leaner operations (owner & operator)

We provide realistic and transparent financial forecasts by adapting our structures to be localized and efficient, built around a specific business model for each hotel. For owners with multiple properties, this means we can cluster administrative functions and find operational synergies across assets to keep costs down in a way that traditional models cannot. This focus on cost efficiency directly produces better cash flow, which is a key driver of higher asset value—the ultimate goal for any hotel owner.

Alignment through proactive communication (all parties)

Our owner-centric approach means we serve as a single, consistent point of contact, ensuring quicker responses and streamlined communication. This is particularly valuable for owners with ambitious portfolios, as we act as a built-in asset manager. We are uniquely positioned to objectively evaluate each asset and select the optimal brand or solution for its specific market—whether that’s a globally recognized brand or an independent identity. This proactive, ongoing dialogue ensures that every decision is made with the owner’s long-term success at the forefront, effectively aligning the interests of all parties and ensuring the strategic positioning of each asset.

Ultimately, the art of alignment isn’t about forcing parties into a rigid contract; it's about fostering an enduring partnership. It's about proactive communication, mutual trust, and a shared commitment to a single, owner-centric vision. In highly demanding and complex markets, this collaborative and flexible approach is not just a competitive advantage—it's the only way to build a profitable, resilient, and long-lasting hotel business.

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