BGI services include Advisory, Consulting and Contract Services.

Below are brief descriptions of our services. Contact us for more information.

Strategic Partnership

BGI is guided by executives with extensive hospitality industry experience and accomplishment. We offer our partners an effective investment approach that identifies undervalued hotel assets from a perspective beyond market conditions. We have participated in over $1 billion in principal-oriented hotel acquisitions. We have managed through numerous economic cycles and are well equipped to navigate the challenges and identify the opportunities that exist today. Our investment approach targets quality assets located in major markets and/or prime locations at substantial discounts to replacement cost for acquisition or partnership investment capital with asset management control.

We are uniquely qualified in identifying quality assets with hidden value opportunities. We are experienced leaders and a valuable resource to property managers.

Our investment criteria must identify the hidden or unrealized value opportunities that exist in these assets during due diligence. Our focus is on the performance of management, market penetration, physical condition of the facility and IT infrastructure.

Asset Management

Effective asset management begins with the development of a strategic plan built to identify high-value opportunities, address critical challenges and transform the business model, always with the goal of superior value creation. The level of success of any plan depends upon a comprehensive understanding its goals, objectives and coordination of implementation. Our approach is focused on management and market performance. We are effective by creating a platform from a fundamental business approach that will create an environment of accomplishment. As an example, an organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage. The hotels that consistently outperform the marketplace practice the same fundamental approach. Effective market penetration and growth is the result of a strategic plan that basically reinvents itself everyday to ensure effectiveness and, to the philosophical extent that growth comes from knowledge, knowledge comes from learning market insight, and market insight comes from the guests. We utilize our comprehensive knowledge of this industry and our decades of experience to challenge and motivate management teams ourselves to do just that.

Our work could include repositioning, re-branding, real estate carve-outs or the enhancement of an existing operating model by creating new operational efficiency, market penetration and smart capital investment.

Our fundamental approach to hotel asset management is supported by lessons learned from our experience and the following components for developing an effective strategy:

General scope of services include:

• Attend the necessary meetings to gain current knowledge regarding the ownership and management structure of the hotel and the working relationship between the two entities.
• Execute ownerships strategic vision in a coordinated effort with hotel management regarding financial performance expectations related to the operation of the hotel.
• Meet with senior executives of the management organization to establish a working relationship with the corporate-level representatives responsible for the management and operation of the hotel.
• Conduct interviews with members of the on-site management team to gain an understanding of their experience levels and general responsibilities and cultivate and develop a working relationship.
• Analyze the hotel’s monthly financial results and review any significant variances from the budgeted figures with designated representative(s) of the management company to ensure an appropriate plan of action is developed, and to closely monitor the implementation of corrective actions.
• Meet with management representatives on a regular basis to evaluate and monitor sales and marketing and operational initiatives.
• Visit the hotel on an ongoing basis to ensure that the management team is effectively managing, marketing, and maintaining the hotel.
• Monitor and evaluate guest satisfaction levels to ensure a high level of repeat business.
• Evaluate the strengths and weaknesses of key management staff on a continuing basis and inform ownership on the experience and effectiveness of the on-site management team.
• Monitor the hotel’s operating expenses of the hotel to ensure that effective cost-containment practices are in place, that operating expenses are inline with those of comparable properties and industry standards, and that property management is maximizing cash flow.
• Evaluate personnel training procedures and practices to ensure that all employees contribute to overall guest satisfaction.
• Monitor any legal or labor issues related to the management of the hotel. Participate in the development and approval of the annual sales and marketing business plan, capital improvement plan, and operating budget as permitted by the terms of the management contract.
• Evaluate all pricing strategies and yield management practices to ensure that the hotel is maximizing revenue per available room (RevPAR).
• Analyze monthly status reports provided by management, and compare the reports and data therein to the operational goals set by management.
• Monitor market conditions and assess how supply and demand characteristics impact the asset’s revenues and profitability.
• Attend management meetings on a regular basis to keep abreast of all activities related to the marketing and management of the hotel.
• Communicate and meet with ownership on a regular basis to keep it appraised of activities and events associated with the hotel.
• Provide written reports to ownership on a regular basis (monthly, quarterly, and annually) that contain salient issues related to the management and financial performance of the asset.

Hotels are a people-managed business with many layers designed to operate as a whole. The over-all performance of a hotel relies heavily on the quality of its leadership in the same way athletic teams rely on coaching as an example. The financial performance of the hotel is the determining factor for the calculation of its market or transactional value. The core component in realizing the assets maximum value relates directly to the abilities and effort of the individuals that perform in this capacity. We have realized much success in our ability to lead successful teams to achieve goals and objectives. We stabilize a business, motivate growth through our strong leadership skills and create opportunity. We establish our presence by demonstrating our comprehensive understanding of the operating model, our personal skill and the sound judgment we have built from our extensive experience. Our strategy to be most effective during this period is to first stabilize (if destabilized) the operating environment, as these assets are quite susceptible to performance volatility on both the up and down side. Combine our operational insight and market foresight, problem-solving skills and execution abilities to indentify hidden and unrealized value enhancement opportunities contained within the asset. Our foundation and singular goal as managers is building a stronger business from an operating perspective and market penetration. We apply this perspective in those areas in which management can have the greatest impact in improving performance and long-term growth: 

We have tremendous familiarity with real estate development and capital investment projects. We have represented principal ownership for the new ground up construction/ restoration/ renovation of $2.5+ billion of hospitality real estate including the direct conceptualization, design, construction and opening of six luxury hotels operated by The Ritz Carlton Hotel Company and Four Seasons. Our success managing these projects derives from our demonstrated ability to coordinate consensus among accomplished professional organizations with diverse agendas and visions to efficiently and effectively navigate through the objectives of the development plan. This essential function combined with the fact that the development/ re-development of hotel’s are far more complicated than that of a residential or commercial office building's due to the fact that a Hotel is an operating business intended to be efficient from an operating perspective, while also being responsive to the marketplace and its customers. Therefore, the qualitative decisions must reflect this context to achieve key objectives as they are determined. Our scope of management services may include:

• Acquisition Phase: standard due diligence - research and analysis to determine the highest and best use of the real estate
• Schematic Design Phase :  (the most critically important phase) development of the hotel's space programming together with financial projection modeling to identify the owners priority, cost basis and investment  returns - preliminary hard costs, soft cost, pre-opening, working capital budget development - interview potential management company's
• Design Development Phase: management company selection - negotiate technical services agreement - construction of a model room - prepare differential documentation - coordinate architects, design teams, consultants and contractors to complete construction documentation - confirm project trade schedules - prepare requests for proposals - confirm pre-opening and working capital budgets -- confirm final project budgets. 
• Construction Phase: coordinate trades, award contracts for construction, FF&E procurement/ installation - manage all trades to schedules - coordinate pre-opening activities