Hotel Asset Management & Owner-Operator Relations Training Course

Course Overview

Learning Objectives

• Explain the role of the hotel asset manager and how it differs from that of the general manager and the operator.
• Analyze where owner and operator incentives align or conflict across fees, capital spending, and brand decisions.
• Compare branded management, third-party management, franchise, lease, and independent operating structures.
• Interpret the main terms of hotel management agreements, including fees, term, and owner approval rights.
• Assess performance test, termination, and sale provisions from the owner's commercial point of view.
• Read USALI statements to separate operating performance from fee, reserve, and ownership cost effects.
• Challenge operator budgets by testing revenue, labor, and flow-through assumptions against market evidence.
• Benchmark hotel results against a competitive set and identify realistic profit improvement opportunities.
• Plan capital expenditure, the furniture, fixtures, and equipment reserve, and renovation timing for the asset.
• Evaluate renovation, repositioning, and rebranding proposals through their expected effect on income and value.
• Apply valuation concepts, including net operating income and capitalization rates, to hold or sell decisions.
• Build owner reporting, meeting routines, and escalation paths that keep the operator relationship productive.
• Prepare an annual asset management plan that links strategy, budget, capital, and operator review.

Who Should Attend

Learning Outcomes

• By the end of this course, participants will be able to:
• Define the scope of an asset manager's role and keep oversight separate from daily operations.
• Identify where owner and operator incentives conflict and plan how to manage each point.
• Select a suitable operating structure for a hotel, considering brand, control, and income.
• Review a hotel management agreement and set priorities for the owner's negotiating position.
• Assess fee structures, performance tests, and termination provisions for commercial risk.
• Read USALI statements and trace results from departmental profit to EBITDA.
• Challenge an operator's budget using evidence on revenue, labor, and flow-through.
• Benchmark a hotel against its competitive set and agree improvement priorities with the operator.
• Build a life cycle capital plan and assess the adequacy of the furniture, fixtures, and equipment reserve.
• Evaluate renovation, rebranding, hold, and sale options using income and value measures.
• Create an operator performance scorecard and a regular owner reporting and meeting routine.
• Prepare an annual asset management plan for a single hotel or a portfolio.

Course Outline