The daily flash and the month-end never agree
Operations run on a flash report built in a spreadsheet and finance reports on the ledger, and nobody owns the reconciliation between them, so both are treated as approximately true.
Hospitality
Knowing what a room actually earned, by site and by night
PMS, payroll and the ledger reconciled against one another, so RevPAR and cost per occupied room are the same number in operations and in finance.
Hospitality runs on daily operational numbers and monthly financial ones, and the two rarely meet. The PMS knows occupancy and rate, the rota system knows who worked, and the ledger knows what it cost, usually six weeks later. We join them at the level of the site and the night, so a general manager and a finance director are arguing about the same figure rather than two versions of it.
Discuss your operationWhat we usually find
The problems that come up in almost every one of these businesses.
Payroll is the largest cost and the least visible
Rota systems hold hours and the ledger holds cost, joined by nothing, so the effect of a rota decision on margin is not visible until long after the shift.
Group-level reporting hides the sites that matter
A portfolio average conceals both the site that is quietly failing and the one carrying the group, because the reporting was built to consolidate rather than to compare.
Where we start
What the first engagement usually covers.
Scope depends on the state of your systems. These are the pieces that recur in this sector.
Site-level P&L
Revenue, payroll, cost of sales and controllable overhead reconciled per site and per period, on definitions every site shares.
Cost per occupied room
The full cost of serving a room, joined to rate and occupancy, so discounting decisions are made against contribution rather than headline rate.
Labour against demand
Rota hours set against forecast occupancy and covers, with the variance visible while the week can still be changed.
Portfolio comparison
Like-for-like ranking across sites on metrics that survive differences in size, format and location.
What changes
What is different afterwards.
You own all of it: the code, the written definitions and documentation aimed at whoever maintains this after us.
- Site P&L reconciled to the ledger, on shared definitions
- Cost per occupied room, joined to rate and occupancy
- Labour scheduled against forecast demand
- Like-for-like comparison across the portfolio
The builds behind it
Sector knowledge decides the order. The builds are the same four.
Single source of truth
Your finance, customer and operational records joined into one dataset, with each figure defined once and traceable back to the system it came from.
Analytics layer
Reporting built on top of the joined data, aimed at the few revenue and cost drivers that actually change the result.
Workflows
One defined task, automated inside a process that already exists, measured against whatever it replaced.
Financial modelling
Driver-based models built on the same definitions as your reporting, so the forecast and the actuals stop disagreeing.
Worth asking
Questions this tends to answer.
- Which sites actually make money once overhead is allocated?
- What is a discounted room really contributing?
- Where is the rota out of step with demand?
- Which site would we fix first, and why?