Development

Development of entire resort and property projects — from the site through concept and approval to running operations, from a single source.

What we do

From the site to the running business

A resort is created in eight steps — from development to running operations. Most companies cover one of them and then hand over to the next. We do all eight: one holistic concept, from a single source.

Site

Sourcing and securing the land — the start of every development. Sites nobody has yet thought of as a resort, usually acquired through our network.

How we work

Sites through our network and our own research
First check of location, surroundings and access
Talks with owners and the municipality
Securing the site via option or exclusivity

What you get

Short site assessment
Use and capacity assumptions
Rough calculation
Secured site

A piece of land becomes a project that can add up.

Product development

Architecture, room count, food and beverage, target group — modelled as an operating concept. The site becomes a viable product.

How we work

Define target group and positioning
Plan unit mix, food and beverage and leisure
Align architecture with operations
Model profitability over ten years

What you get

Operating concept
Room and area programme
Investment and income model
Design with the architecture team

The product is settled before the first building application is written.

Planning permission

Development plan, approvals, negotiations with municipality and authorities. The longest step — and the one where most fail.

How we work

Coordinate land-use planning with the municipality
Commission and supervise expert reports
Prepare public participation
File the building application and follow it through

What you get

Development plan
Urban development contract
Building permit
Schedule and cost frame for construction

The step where most projects fail — and the one that decides what the land is worth.

Construction

Delivered by the general contractor, project management, architects and specialist engineers — country by country. We consolidate the information, bring the parties together, review it and act as a sparring partner for the owner.

How we work

Bring together reports from project management and planners
Review and interpret schedule, cost and quality updates
Prepare decisions for the owner
Keep the link to marketing, furnishing and operations

What you get

One condensed status report instead of separate updates
Schedule and cost position put in context
Decision papers with a recommendation
Construction, sales and pre-opening kept in sync

Delivery and liability stay with the appointed professionals on site — we make sure the owner always knows where the project stands.

Marketing & sales

Positioning, brand, distribution. We market the units — often already during construction.

How we work

Set positioning, price architecture and story
Build brand, collateral and campaign
Approach buyers directly
Accompany the sale through to closing

What you get

Marketing suite in print, online and film
An exposé for every unit
Prospect and reservation list
Units sold

Units often sell while construction is still running.

Interior design

Interior architecture, materials, furnishing, fit-out. The shell becomes the experience that carries the operation — delivered by our own team.

How we work

Derive the design line from the operating concept and the region — Mediterranean, alpine or Nordic
Develop material, colour and furnishing concept
Select samples and suppliers, bring in brand partners for fittings and appliances
Put together furniture packages per unit type
Manage procurement and furnishing — from tender to installation
Supervise sampling and installation on site

What you get

Interior concept with materials chosen for the operating purpose
Furniture packages and furnishing schedule with budget
Show apartment or show room
Turnkey furnished units

Spaces guests remember and that the operator is glad to run.

Pre-opening

Staff, processes, systems, suppliers. Everything is ready before the first guest arrives.

How we work

Recruit, hire and train the team
Define processes, manuals and standards
Set up systems: booking, point of sale, locking, reception
Negotiate suppliers and contracts

What you get

Staffing plan and trained team
Process and quality manual
Running systems
Opening plan

On opening day everything is rehearsed before the first guest arrives.

Operations

Opening and running the business — especially the first years. We still run two properties ourselves — this is where you see the concept come alive.

How we work

Accompany opening and the start-up phase
Steer occupancy, rates and distribution
Monitor cost, quality and guest satisfaction
Annual planning together with the owners

What you get

Monthly reports with key figures
Budget and forecast
Maintenance and capex plan
Distributions to the owners

Day-to-day operation is where a concept proves itself.

That is why we take responsibility for the result, not just for our part of it. We take on operations ourselves and lead the project to success.

Use concepts

Not every property has to become a hotel

The viability of a property is decided by how it is used. We analyse which concept suits the location and carries it long term — and say openly when an idea does not work.

Branded residences

For developers with 35 to 80 units

Apartments carrying the name and standards of a hotel or lifestyle brand. The price premium is real and averages around a third. The real obstacle is not project size but the minimum licence fee: major brands ask two to five million US dollars, which at usual royalty rates presumes sales volume in the high tens of millions. Anyone below that needs a different route — and we know it.

Brand selection by segment and area of protection, settled before the first approach
Franchise rather than management agreement — how the large groups predominantly award today
Third-party operator on revenue- and profit-based fees instead of a minimum licence fee
Calculating the ongoing management fee: below a certain unit count the owners carry it noticeably
Price premium calculated project by project, never from market averages
“Two-hour home”: a serviced second home within two hours of a metropolis — a segment in which northern Germany does not yet appear

Serviced apartments & boarding houses

For owners of conventional space

Longer stays, far less staff, steadier occupancy across the year. For many existing buildings — office, hotel or retail — this is the most viable conversion, because operations run on a fraction of a hotel's structure.

Feasibility: layout, access, fire safety and parking within the existing building
Planning law: accommodation versus residential use, change of use, grandfathering
Operating model: staffing ratio, cleaning cycle, self check-in, breakfast solution
Sales mix of direct bookings, corporate clients and long-stay contracts
Minimum stay and the six-month VAT threshold
Brand or operator partnership where running it yourself is not wanted

Condominium & rental pool

For developers who want to sell and still operate

Units go to many owners while operations stay in one pair of hands. The model funds development through sales and secures unified operation at the same time — provided the legal structure holds. We have built it in our own properties and run it to this day.

Declaration of division and community rules that genuinely support operations
Lease model combining a guaranteed minimum and an occupancy-based share of revenue
Owners' rights of personal use, cleanly separated from letting
Division of private and common property along operational lines
Service charge, maintenance reserve and refurbishment over the term
Review of whether the rental pool would qualify as a collective investment scheme

Conversion & repositioning

For owners of existing properties

A property that no longer works in its current use is rarely a demolition case and usually a concept case. We examine without prejudice what the building can carry — and weigh the options against each other before anything is designed.

Survey and feasibility of several use options side by side
Mixed use: accommodation, residential, food and beverage, and space for third parties
Phased conversion while the property stays open
Change of operator, contract settlement and handover
Investment required against earnings development over ten years

How we test a concept

Before a concept goes into planning it has to pass four tests. If it fails one, we work on the alternative — not on the brochure.

Does the operation carry itself, including in a weak year?
Does the legal structure hold — planning law, division, operator agreement, tax?
Does the buyer or guest actually exist, or only the assumption that they do?
Will the property still be sellable in ten years without a full refurbishment first?

Services

What we actually do

Along the four phases — from the first assessment to running operations.

Advise

Before capital is committed: assess, model, judge.

Consulting

Develop

From the site to an approved project.

Concept
Interior & Design

Operate

After handover, the next step of our work begins.

Asset Management
Restructuring & operator models

From one house

A resort created from one house — from the site to the guest.

The first step

Let's talk about your plans.

A conversation in which we listen and give an honest assessment of what is possible — free of charge and without obligation.

Arrange a first call →