Private counsel to hotel group CEOs
For the CEOs of major hotel groups
We help hotel group CEOs decide what their business must become because of it.
The people
Former CEO and COO, Travelodge
Craig ran Travelodge, the UK's second largest hotel chain, as both COO and chief executive. He has sat across the table from owners, chaired operational boards and carried the P&L for a national estate. He knows how a hotel group actually makes money, where the pressure falls and which decisions a chief executive cannot delegate.
Former CTO, Travelodge
Jonathan was CTO of Travelodge and has spent forty years in technology. He spent a year with Lamington Group exploring the AI hotel of the future, and supported the rollout of Second Nature, combining B Corp principles with AI. He knows what the technology can and cannot yet do.
The real question
It is what your hotel group becomes when reasoning is abundant and every guest, employee, owner and competitor has intelligent representation.
AI breaks the link between a reasoning turn and a human hour. Analysis, research and decision support move towards near zero marginal cost. That changes much more than productivity. It changes who controls the guest, what owners pay for and how the group itself should operate.
What changes
When travellers have representatives that search, compare, negotiate and book for them, the hotel app may no longer be the interface that matters.
Roles built around producing and checking analysis shrink first. Judgement, relationships and accountability become the scarce skills, and they sit with fewer people than before.
When analysis and coordination become abundant, management layers, corporate functions and decision rights need to be reconsidered.
Owners will have continuous access to performance analysis and commercial judgement. Hotel groups must prove what remains distinctive about their system and fees.
Your distribution and technology partners are becoming AI-native themselves. That changes who holds the leverage in the relationships you depend on.
The most dangerous competitor may be an operator designed around a smaller corporate centre, fewer layers and technology that acts rather than records.
What we do
We help you understand what is changing, decide what matters and challenge everyone trying to sell you an answer.
How we work
We work directly with a small number of hotel group CEOs. No hand-off. No software to sell. No transformation programme waiting in the wings.
Anthony Capuano. Christopher Nassetta. Jin Hui. Elie Maalouf. Geoff Ballotti. You lead the five largest hotel groups in the world. How can we help?