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Hotel Management Case Study
Oakbrook Ownership & Management Transition
February 2005
Engagement
Pyramid Hotel Group was retained to transition a hotel property from a Hyatt to a Doubletree within a two week period.
Process
- A skilled management team from across the company was drafted in a matter of days to assist in the transition process;
- All the computer hardware and property management software was replaced and operating at full capacity in the two week time frame;
- Pyramid hired the employees, enrolled them in the benefits program and filled numerous management and staff positions;
- Doubletree hotel operating procedures were fully in place by opening;
- Hotel staff were trained and ready to work in the new hotel by opening; and
- Each hotel amenity was replaced to Doubletree logo and standard.
Outcome
Pyramid had only a minimum amount of time before brand and management conversion was to take place. The company achieved a successful conversion in just twenty days.
Key Capabilities
- Ability to execute under extreme deadlines
- Strong nationwide network of skilled management professionals available for transitions
- Experienced, resourceful, and dedicated corporate transition team at Pyramid Hotel Group
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Thayer Portfolio Ownership & Management Transition
April 2005 to July 2005
Engagement
Pyramid Hotel Group was brought in as Manager of the eight-hotel Thayer portfolio as it underwent a complex ownership transition period involving multiple managers and franchisors.
Process
The eight hotels in the portfolio had to be simultaneously reviewed, with detailed transition plans formulated for each. Pyramid Hotel Group engaged hotel management members working at regional hotels to direct the efforts of the hotel teams. Bringing in hotel operations talent rather than corporate executives ensured minimal disruption to hotel operations during a challenging process.
- Three hotels were converted from Hilton operating systems to Pyramid-managed properties with their own operating system;
- Four hotels managed by third parties were transitioned to Pyramid Hotel Group hotel management; and
- One hotel was converted from a Starwood-managed property to a franchise managed by Pyramid Hotel Group.
Outcome
Within a period of eight weeks Pyramid Hotel Group managed concurrent but independent transition processes for each hotel. Each property had its own unique and distinctive transition issues.
Key Capabilities
- Critical mass to provide mobile and highly capable transition team members.
- Comprehensive transition preparation.
- Agile transition teams that are focused on solving issues quickly.
- Leveraging of Best Practices within Pyramid Hotel Group organization to benefit the transition process.
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