Three months. Real deliverables.
A diagnosis, then a plan, then optional hands on help.
Three months. Real deliverables.
Three months to see the operation clearly and leave a plan the team can actually run. We look at service, revenue and culture together, because in a hotel they are the same problem wearing three faces.
What it includes.
A service audit, arrival to departure
We walk the whole guest path and write down where it breaks, in the order the guest meets it.
Protocols by department
Front desk, food and beverage, housekeeping and maintenance, each with a standard the team can hold on a bad night.
Revenue and commercial strategy
Where the rate is left on the table, which channels are worth the commission, and what the mix should be.
Guest experience and digital standing
What guests actually say, and how the property reads on the platforms where the decision is made.
Brand and culture
Repositioning where it is warranted, and the internal culture that has to carry it.
Who it is for.
Properties repositioning
A hotel that wants to move up a segment, renew its image, or repair its standing on the platforms.
You want a managed transformation with clear standards and measurable results.
New hospitality projects
You are opening and need the right standards set from the first day: operations, brand, team, guest experience.
You want to open well, on a solid operating base.
How it starts.
A conversation
What the property is, and what you already suspect is wrong.
A stay, as a guest
William checks in and sees the operation the way a guest meets it.
The diagnosis, presented in person
What we found, what it is costing, and the order in which we would fix it.
Tell us about your property.
We read every message ourselves.
Forty plus years. William Rojas runs the diagnosis.
Ask William about a diagnosis.
A real conversation, not a proposal deck.
Service is an emotion.