Vertanio Hotel Management
Hotel management for owners and franchise partners
We run hotels on behalf of their owners. We grow revenue, control costs and look after guests well, and the owner sees every number along the way.
Wyndham Paris Pleyel after three months
Gross operating profit margin, up from 6.8% when we took over
Increase in revenue over the same period
Annual revenue target, with the 30% margin maintained
About Vertanio
We run hotels on behalf of their owners
Vertanio is a hotel management company registered in Ireland. We take full responsibility for running a hotel, from the front desk to the monthly accounts, and we are paid mainly on the results we deliver.
We work with independent owners, investors and the groups that hold hotel brands and franchises. A franchise gives a hotel its name, standards and booking system. We provide the management team on site that makes the hotel perform.
The problem we solve
Why good hotels often make too little profit
Costs have outpaced room rates
Wages, energy and supplies have risen faster than prices. Without close control, margin falls every month.
Revenue is not managed closely
Rates are not reviewed daily, too many bookings come through costly third-party sites and event space sits empty.
Systems do not work together
Bookings, payments, door locks and guest messages run on separate tools, and staff lose hours to admin.
The brand does not run the hotel
A franchise sets standards and supplies bookings. Daily results remain the owner's responsibility.
Our method
Five steps we follow at every hotel
Review the hotel
Accounts, contracts, staffing, systems, the building and guest feedback.
Study the market
Competing hotels, demand from leisure, business and events, and the right price level.
Agree the plan
Revenue and profit targets, with a named owner and a date for each action.
Deliver
Quick gains first, then deeper changes to how the hotel sells, staffs and spends.
Grow
New revenue, better technology and, where it pays, investment in the property.
Revenue
More income from rooms, events and outlets
- Rates reviewed every day against demand and competitors
- More direct bookings, less commission
- Active sales to companies and groups
- Conference and event space sold properly
- Food and drink set around what guests buy
Costs
Lower costs without affecting the guest
- Rotas built around forecast occupancy
- Every supplier contract reviewed
- Energy, water and waste managed
- Weekly budgets for each department
- Small faults fixed before they get expensive
Technology
Guest technology that saves staff time
- Online check-in before arrival
- Mobile keys for rooms and lifts
- Payments and upgrades in one app
- All guest messages in one place
- Works with leading hotel systems
Case study
Wyndham Paris Pleyel
A 697-room, four-star hotel with its own conference centre in Saint-Denis, next to the Stade de France. When we took over, the hotel's gross operating profit margin was 6.8%. Three months later it was 30%, with revenue up 18%.
The results came from 22 initiatives across the hotel, each with a named owner, a target and a date, reviewed every week.
Revenue
- 01Rates set daily from demand and booking pace
- 02Pricing for Stade de France event nights
- 03Less commission paid to booking sites
- 04More direct and repeat bookings
- 05Sales to companies, groups and tour operators
- 06Conference centre actively sold
- 07Restaurant and bar menus and hours reset
- 08Upgrades and extras offered before arrival
Housekeeping
- 09Team restructured around occupancy
- 10Laundry and linen costs reduced
- 11Out-of-order rooms back on sale sooner
Admin and purchasing
- 12Back-office work simplified
- 13Suppliers retendered
- 14Service contracts renegotiated
People
- 15Simpler management structure
- 16Rotas planned to occupancy
- 17Less agency staff and overtime
- 18Staff trained across roles
Technology and building
- 19Online check-in and phone keys
- 20Connected systems, daily reports
- 21Energy use measured and reduced
- 22Planned maintenance programme
Taking over a hotel
The first 100 days
Handover
Guests, staff, cash, suppliers and systems kept running. Existing bookings and deposits protected.
Baseline
Results by department, demand, staffing and maintenance reviewed and agreed with the owner.
Priority actions
Pricing, sales, rotas and purchasing, each action with a named owner and a deadline.
Review
Financial results, guest scores and staff impact reviewed with the owner, and next priorities set.
What we offer
One partner, fully responsible for results
More revenue
Daily pricing, active selling and full use of every outlet.
Lower costs
Staffing, purchasing and energy managed week by week.
Happier guests
Trained teams, clear standards and easier stays.
Full visibility
Open books and a monthly management pack by day 10.
For owners and investors
- A team that runs the hotel as if it were its own
- Higher profit and a more valuable asset
- No need to build your own operating company
For brands and franchise groups
- An experienced operator under your brand
- Turnaround skills for hotels that are struggling
- One hotel or several, across Europe
How we are paid
A base fee on revenue and an incentive fee on profit, so most of our income depends on the results we deliver. Central services are charged at cost and shown line by line.
Central services
Specialist support for every hotel team
Revenue and distribution
Pricing, channels and forecasting.
Sales and marketing
Corporate, group and event sales and direct bookings.
Finance and reporting
Accounting, controls and a monthly owner pack.
Purchasing
Supplier agreements across our hotels.
HR and payroll
Recruitment, training, payroll and employment law.
IT and systems
Hotel systems, data and guest technology.
Quality and standards
Quality audits and brand standards compliance.
Reporting
Daily figures, weekly reviews and open books.
Board of directors
Experienced people who have done this before
Tim Whyte
Chief Executive Officer
Thirty years in hospitality, specialising in turnarounds. At Radisson he was Finance Director and then Managing Director for Ireland, before leading Paris and Western Europe, where he turned around a dozen loss-making hotels and grew revenue from €175m to €220m. He has since overseen 60 hotels across 11 countries and 8 international brands.
Keith O'Loughlin
Chairman
More than 20 years in technology and entertainment. As CEO he led the transformation of a global B2B technology platform, growing its value from around $200m to an $800m sale to Endeavor in 2021. He founded Everlough, a group of businesses in technology, data, AI and hospitality.
Boris Litty
Director
More than 20 years putting together property deals in France and abroad, starting at Bouygues Construction. A founding partner of Pangéa Design & Ingénierie, he also leads the development of Financière des Quatre Rives, both part of the Paris-based Liberg Group. He leads Vertanio's search for new hotels.
Choosing partners
We only take on hotels where both sides benefit
We are selective. We take on a hotel only when we can see a clear gain for the owner and for Vertanio.
What we look for
- Around 150 rooms or more
- Economy to upscale, branded or independent
- Major and secondary cities
- Owners who want a practical solution quickly
- Little or no capital needed at the start
Where we work
Our aim
Every hotel is different. Our aim is always the same: a great stay for guests and a well-run, profitable hotel for the owner.
And the owner sees everything along the way: a clear plan, weekly tracking and full monthly reporting.
Contact
Start with a conversation
Share your hotel's headline figures and we will give you an honest first view, free of charge and without commitment.
Tim Whyte, Chief Executive Officer
