We help hotel owners and operators improve economic performance and make better decisions about their assets.
We analyse the business, identify where value can be improved and support the decisions required to turn opportunity into results.
There are four moments when an independent view usually adds value. If one feels familiar, we will probably have a useful conversation.
You are considering buying a hotel, committing CAPEX, changing operator, entering a new project or approving a decision that will be difficult to reverse.
Demand exists and the hotel sells, but margin, productivity, F&B, costs or cash generation do not reflect the asset’s true potential.
There is a refurbishment, repositioning, opening, operator change or organisational or technology transformation and you need to connect the idea with hotel reality.
You do not need another management team. You need independent judgement to review performance, challenge assumptions and support material decisions on an ongoing basis.
I have spent more than twenty years working in hotels and restaurants, managing operations, teams and P&Ls.
Before creating HACHE I was Director of Operations and managed different hotels in Spain and the Caribbean.
That experience allows me to move between two conversations that are not always well connected: the daily reality of operations and the decisions ownership has to make.
At HACHE I work directly on every project. There are no intermediate layers. Analysis, judgement and support are senior from start to finish.
The hotel was operating above 95% occupancy, but the result did not reflect that level of activity.
Are we converting demand into results properly?
Starting point: 95% occupancy · GOP 12% · ADR €67 versus €95 comp set · three pricing decisions.
Superior room categories were systematically sold at the standard-room rate. At the same time, staffing was above the level justified by the activity it had to support.
Restore each category's proper price through three phased moves and align staffing with actual activity, deliberately accepting the loss of volume bought at the wrong price.
ADR €67 versus €95 comp set.
Anonymised real case · 4★ hotel · Canary Islands · source: HACHE project.
The reading: occupancy stopped being the objective. The result became the objective.
Asset management, hotel leadership and organisational consulting: three professional references with verifiable profiles.
“Sin duda su carácter conciliador y abierto fue de enorme ayuda a mejorar las relaciones entre ambas partes, consiguiendo acercar posturas.”
Professional profile ↗“I got to know Javier as a very refined hotel professional with a broad knowledge especially in the food & beverage department. He is an ‘out of the box’ thinker, creative, results oriented and a very reliable team member.”
Professional profile ↗“Destacaría especialmente su criterio y su capacidad para aportar claridad ante problemas complejos.”
Professional profile ↗HACHE can join a project as a specialist layer in hotel business, operations and F&B, without replacing your role or your client relationship.
See how we work with partners →We work with owners and operators to analyse the business, identify where value is created or lost, and support the decisions needed to turn that reading into tangible improvement.
Economic improvement is only sustainable if it also works for the operation, the team and the guest experience.
A specific decision, a business diagnosis or ongoing support. We agree the scope before starting.
To assess an investment, an operator change or an important decision. We review the available information, alternatives and risks.
Alternatives and a recommendation within an agreed scope.
Talk to Javier →To understand why a hotel or its F&B business is underperforming. We identify causes, quantify opportunities and prioritise action.
Diagnosis, estimated impact and action plan.
Talk to Javier →To review results, support decisions and follow implementation. Together we define the cadence, responsibilities and measures.
Independent judgement and performance follow-up.
Talk to Javier →Hotel performance · F&B · Owner advisory · Investment · Repositioning
The method reduces uncertainty: understand, diagnose, prioritise, decide and, when needed, support and measure.
Data, P&L, context, objectives and operating reality.
Separate symptoms from causes and quantify where value is created or lost.
Rank alternatives by impact, return, risk and effort.
Turn hypotheses into decisions and an executable roadmap.
Support implementation when appropriate and verify whether value actually appears.
We do not analyse for the sake of producing information. The objective is to make clear what explains the result, what deserves attention, which alternatives exist and what needs to happen next.
What is happening and what explains it.
What the problem is costing or what value can be captured, when the data allows it to be quantified.
What to do now, what can wait and what does not deserve resources.
Options, risks and the judgement needed to decide.
What to do, who should do it, in what order and how to measure whether it works.
The outcome is not a report. It is a better-prepared decision and a clear path to execution.
If you are here through a referral, you probably already have a specific question on the table. You do not need to know the solution before we speak.
Email me a brief description of the situation, the decision you need to make and your timeframe. We will arrange a time to speak.
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Based in the Canary Islands. Working across Spain and international markets.