In this roundtable, some of Aimbridge’s senior leaders and operators give an insight into the process, the challenges, and the expertise that sets Aimbridge apart.

The panel:

• Steve Terry, Senior Vice President Development International
• Niall Kelly, Head of Business Development EMEA
• Xavier Garrido, General Manager, Four Points by Sheraton Costa Blanca
• Xavier Etcheberrigaray, Regional Director of Operations & Quality – Europe
• Mandy Pugh, Director of Commercial EMEA

What are the key factors an owner/investor needs to consider when they are looking to open a new hotel?  

ST: “Return on investment is always front of mind for owners, specifically looking at trading performance over the first five years, right down to EBITDA (earnings before interest, taxes, depreciation, and amortisation).  Location is also absolutely vital, not just the market but the micro-location within it.”

NK: “Opening a hotel is a commercial decision, owners are looking to minimise their exposure to risk.”

MP: “Absolutely. When evaluating the viability of opening a hotel, owners and investors must carefully consider several critical success factors. The strategic location, brand strength and reputation, as well as the quality of services offered all play a role. Owners need a management company with the expertise to guide them through every stage.”

XE: “All stakeholders should have a clear, aligned vision of their target market, desired ADR / RevPAR and expected returns. This needs to be reflected in the hotel’s concept, facilities and design plan. Timing is also critical, understanding lead times across design, procurement and brand approval processes can make or break the launch window. Strong early engagement between owner, operator, and brand helps avoid costly missteps.”

How is the brand for a new hotel chosen and how does Aimbridge support this process? 

NK: “When it comes to choosing a brand, there is a degree of analysis, but this can be swayed by previous experience with certain brands, delivery record and system delivery. In simple terms, if a brand can’t deliver guests at a premium, an owner should not be paying for it. Owners often rely on our insights into system delivery and brand performance through this process.”

MP: “Aimbridge provides market intelligence and data-driven insights to help owners choose the best brand for their location. We offer strategic recommendations based on international and regional brand presence, guest loyalty programs and the competitive landscape. This supports informed decision-making with a comprehensive five-year performance projection.”

ST: “The key factor when choosing a brand is system delivery – how much business the brand will bring. We assess the brand’s system strength, market saturation and fit to ensure the best outcome for the hotel. Being brand-agnostic means we can support owners objectively.”

When it comes to existing assets, is rebranding or refurbishing always the best way to boost market performance? 

ST: When it comes to reviewing existing assets and exploring rebranding or refurbishment opportunities, it’s always dependent upon the specific deal, hotel and location. Each project needs to be treated separately. The most important consideration is to properly analyse the market and to give the owner realistic financial forecasts as to how a hotel may perform after investment – it is then for the owner to decide whether the capital outlay is worth it and whether they will get the required return on their investment.

XE: Yes, existing assets don’t always need refurbishment or rebranding but when done well, it can be transformational. However, it’s important to note that rebranding is most successful when paired with a meaningful repositioning strategy for the property, not just a logo swap.”

XG: I agree. While investing in a hotel’s appearance is crucial, other factors also significantly impact performance. Owners must remember that consistent upkeep is vital not only for attracting new business but also for retaining regular customers. A dedicated percentage of turnover should be allocated to property maintenance to ensure long-term success.

How is the right team selected for the property? And how important is the role of the general manager (GM) in this process?

XE: “Hiring for an opening is about mindset as much as skillset. We look for people who are adaptable, solutions-focused and excited by the intensity of a pre-opening environment. The General Manager is central to shaping the team culture and hiring the right people from the get-go, especially in openings with a lot of complexity and as the structure is still forming.”

MP: “That’s why the GM is one of the earliest appointments. They embed the brand’s culture and influence key decisions from the ground up. Their early involvement allows them to become deeply immersed in the project from the ground up shaping the operational vision, embedding the brand’s culture, and influencing key decisions from inception.”

XG: “Yes, as a GM myself, it starts with a clear vision. Once we know where the hotel wants to be in one, three, or five years, we recruit talent to match. One of the most common mistakes committed in the industry, due to its nature of constant working under pressure, is to look for profiles with experience, perhaps overseeing other important factors such as commitment, personality or charisma. Experience is of course needed for certain roles, but for me it is important when selecting a candidate to look for that personality that is going to make our guests and other colleagues feel at home. Skills and processes can always be taught.”

How does the hotel team keep the owner/investor informed throughout the opening process?

MP: “Establishing regular touchpoints throughout the pre-opening phase is essential, with engagement intensifying as the opening date approaches. This collaborative approach fosters a strong partnership between the management company, the brand, owners and investors to building trust, transparency, and confidence among all stakeholders.”

NK: “There should be structured reporting, including what’s been achieved, what’s next and the critical time path. This reporting should also document everything. With that in place, it then allows for informal conversations to fill in the gaps.”

XE: “Owners rightly want transparency, especially as the opening date nears and, as Niall says, we typically set up a structured cadence of reporting with clear updates on timelines, pre-opening costs, recruitment, brand milestones, and risk mitigation. This is built through our critical path platform that owners tap into when they sign with Aimbridge and is key to an opening’s success, ensuring owners feel involved and informed at every stage.”

What are the most common challenges when it comes to opening a new hotel? 

MP: “Transitioning from construction through to furniture and fixtures installation, team training, IT system setup and into live operations is one of the most complex but exciting phases of a hotel’s journey and, while the pre-opening period is focused on preparation without guests, the opening moment marks a significant shift for the team as they begin delivering real-time guest service. Challenges are naturally therefore a part of the process, but we know what these challenges are likely to be and how to reduce risk.”

XE: “Yes, preparation is key. Delays in construction, late-stage design changes, and complexities around IT can sometimes be the more common pain points. These can cascade into delayed hiring, compressed training windows, or missed soft opening targets. Clear early planning and a disciplined critical path process help, but flexibility is also key, especially internationally where regulations and permitting can vary widely.”

XG: “In my GM experience, procurement is also a big one. Everything from linen to furniture needs careful planning and delivery times to be firmly agreed with suppliers. Aimbridge’s central procurement platform helps mitigate these issues. Also, it’s vital not to underestimate the importance of team training before opening. A successful training plan before opening is key for a smooth opening and customer satisfaction.”

Once the hotel has opened, how does the team ensure continued success? 

XE: “A strong rhythm of performance management is vital from the start. This includes structured forecast reviews, sales strategy alignment, and consistent reporting on KPIs. We also invest early in culture – onboarding, service standards and engagement platforms – because teams that feel connected to the mission are more likely to perform and stay.”

MP: “From the moment the doors open, delivering an exceptional guest experience is paramount. The goal is not only to ensure each guest enjoys a memorable stay, but also to inspire positive word-of-mouth and creating long-term loyalty, the returning guests are among the most valuable assets a hotel can cultivate. Behind the scenes, operational discipline ensures consistency and service excellence.”

NK: “Clear goals, honest communication, and staying ahead of the owner’s expectations – that’s how we build long-term trust.”