The problem
System projects rarely fail at go-live. They fail in the quarter after.
The contract is signed, the data is migrated, the training is delivered — and six months later the revenue team is back in spreadsheets, the reporting nobody trusts is being rebuilt by hand, and the business case has quietly disappeared.
It usually comes down to three things.
Vendor-led selection
The shortlist comes from whoever demos best, or from an adviser with a referral agreement. Nobody scores the platforms against how this business actually prices and distributes.
Go-live treated as the finish
Budget and attention stop at launch. The hard part — changing how decisions get made every Monday morning — starts the week after, with nobody assigned to it.
No owner on the client side
Operations, revenue, IT and finance each hold a piece. Without someone accountable across all four, every unresolved question becomes a workaround.
What we do
Strategy and operations, through to the system that runs them.
Six service lines, from the diagnostic through to a configured platform and the reporting around it. Most engagements combine two or three.
01
Commercial & revenue strategy
Pricing structure, segmentation, distribution mix, and the forecasting rhythm that holds them together.
02
Operations & process
How the commercial decision actually gets made and executed — roles, cadence, handovers, and what the system should automate.
03
Audits
An independent read of where margin is lost and where process and system diverge.
04
Tenders & vendor selection
Requirements, RFP, shortlist, scored demos and a recommendation you can take to the board.
05
Implementation & configuration
Across the project from kick-off to adoption, including the configuration work itself.
06
Portals & performance tools
Operator dashboards and owner portals, designed, built and maintained when the reporting you need exists in no product you own.
Track record
Ten years in hospitality commercial roles, before the consultancy.
Five and a half years inside Marriott, including the opening team of Courtyard Paris Porte de Versailles as Director of Sales & Marketing. Then a PMS programme for Accor, and today a Product Owner mandate at Disneyland Paris for the revenue management platform behind its future RM strategy.
- Disneyland ParisProduct Owner — RM strategy & IDeaS G3
- AccorProject Manager — PMS programme
- Courtyard by MarriottDirector of Sales & Marketing — hotel opening
- Dar MamaPerformance platform, built & maintained
Why independent matters
Most people advising you on an RMS are paid when you buy one.
Implementation partners, resellers and referral-fee advisers all have a preferred answer before the first meeting. We hold no vendor agreements, take no referral fees and resell no licences, so the shortlist is built from your requirements and nothing else. If the honest recommendation is to keep the system you already have, that is the recommendation you get.