Hotel or Accommodation: Most Operators Have Already Chosen and Won't Admit It
The positioning is hotel. The rate is hotel. The deck the operators show their investors is hotel. The actual service layer is accommodation with extra furniture.
Writing.
Essays, frameworks, and field notes from nearly four decades of building, backing, and selling businesses.
More writing
Indispensable Is Not a Compliment
Being across everything feels like leadership and prices like risk. Why owner dependency is a standards failure before it is ever a valuation problem.
They Are Not Buying the Venue. They Are Pricing Your Absence.
A buyer is not paying for last year's covers. They are pricing whether your hospitality business survives without you. What actually sets the number.
What the person across the table is actually looking at
They're not buying your revenue. They're pricing the risk that it walks out of the door with you.
Why your business is worth less than you think, and exactly where the discount sits
The gap between your number and their number has four parts, and each one is priced separately.
You Can Feel It When You Walk In
You know within thirty seconds. The host is present but not attentive, the greeting is functional, and the room is flat. Demoralisation is the first thing a guest experiences and the last thing most operators address.
No Neutral Ground
There are only two playbooks and you are running one of them right now. Not the one in the strategy document. The one your people actually experience.
Cui Bono, In Slow Motion: Pattern Recognition Is the Senior Operator's Edge
Creatine has been on the shelf since 1993. Every channel started selling it to you inside the same six-month window. The question is not the supplement. It is what produced the timing.
The Quiet Capitulation
The most dangerous sentence in any organisation is seven words long. It is never shouted, it is never challenged, and it feels like stability.
Your Wellness Programme Is an Alibi
A controlled trial across nearly thirty-three thousand workers moved none of the numbers the programme was sold to move. It was never the answer to the question the leader was avoiding.
The Unproductive Hours
The hours that produce judgement look, from the outside, like nothing happening. AI offers a way to skip them, and the people accepting the offer cannot know what they are giving up.
The Proving Ground
Crisis does not create the weakness. It strips away the layer of performance that was concealing it. What it finds was decided long before it arrived.
