Operational optimization is the work of making a hotel earn more from what it already has. At Peak, it starts with an audit and ends when the new numbers hold.
We’ve run hotels across the Southwest and the West since 2000, under Best Western, Choice, IHG, Wyndham, Ramada and Motel 6 flags as well as for independent owners. Every engagement follows the same order. Stabilize first, improve second, grow third.
Most of the gains in a hotel come from a handful of places, and we go through each of them on every property we take on.
Motel 6 Medical Center in Houston had flown the La Quinta flag since 1986. When it converted, it went up against a corporate-owned Motel 6 nearby, and it was bound by strict rate caps.
ADR fell 25%. Occupancy went up 44%.
Total revenue rose 8.5% in the first quarter, and ownership didn’t spend a dollar of capex to get there, because the gains came from operational adjustments, retraining the team and a few smart cosmetic upgrades.
A full operational audit means sitting with the invoices and the contracts until every number makes sense. It isn’t glamorous.
On one property it turned up $2,000 in telecom billing errors. We recovered that and lowered the recurring bill by $425 a month. On another, misdirected laundry commissions came back as a $3,200 reimbursement, plus upgraded guest-facing equipment from the vendor.
Because our accounting team pays the bills for the hotels we manage, findings like these don’t wait for a year-end review. More on that side of the house is on our accounting page.
Revenue growth without cost control is a short-term win. So is cost cutting that guests can feel.
Service standards and clean rooms are what protect your rate and your online reputation over time. We weigh every cut against that.
Walter Barela has turned around underperforming hotels for more than 45 years, renovating and repositioning them to profitability or to a successful sale. Regional GMs Michelle Dressler and Eugene Silvestri work with the properties directly.
We hire for attitude and a real interest in service. New people get clear expectations, quick recognition and hands-on support from their first shift.
Not always. In Houston, the gains came with no capex from ownership.
With a full audit of contracts, utilities and departmental costs.
Yes. We’ve operated under national flags and for independent owners, from historic hotels to interstate select-service.
Call us at 505-244-1114, or send a note through our contact page. Tell us about the property and where it stands today.