How your properties show up on a Monday morning

• Tell me briefly how many properties you own and which service level they operate at Options: 1-2 properties, 3-5 properties, 6-8 properties, 9 or more
• When did you last change operators at any property and what prompted that decision
• Describe your primary business goal for these assets over the next 12 months, choose all that apply Options: Preserve cash flow, Improve guest satisfaction scores, Increase RevPAR, Complete targeted capital projects, Prepare for sale or refinance, Other
• Which of the following signals first made you start looking for a new manager Options: Two quarters of declining occupancy, Negative brand inspection outcome, Sharp drop in guest review scores, Opaque or late financial reporting, Refinancing requirement to demonstrate NOI, Other
• How involved do you want to be in day-to-day decisions after a new manager is in place Options: Fully hands off, Weekly operational check-ins, Monthly financial review only, Quarterly strategic reviews, Depends on the property
• If the new manager could only fix one operational gap in the first 90 days, which outcome would make the engagement worth signing for you

Which problem kept you awake last quarter

• What's the one recurring operational failure that, if unchanged, would make you replace a manager within six months
• How long has that issue been present at the worst-performing property Options: Less than 3 months, 3 to 6 months, 6 to 12 months, 12 to 24 months, More than 24 months
• Walk me through a recent incident that best illustrates this problem and tell me who was affected first
• Which staff roles are most often blamed or most burned out when this problem appears Options: Front desk, Housekeeping, Maintenance, General manager, Revenue manager, Night audit, Other
• If you had to name a firm deal killer on operations, which operational or safety issue would stop the transition immediately

Behind the numbers, not just the reports

• Why does your reported net operating income feel unreliable to you right now
• Which financial reports do you currently receive each month and which of those typically arrive late Options: Monthly P&L, Cash flow statement, Aged payables, Payroll register, Revenue breakdown by segment, Housekeeping cost report
• Estimate how many days after month end you typically need to get a clean set of financials Options: 5-7 days, 8-14 days, 15-25 days, More than 25 days
• Who currently prepares payroll and vendor payments and would those files be available for handover Options: In-house bookkeeper, Third-party payroll provider, Property general manager, Corporate accounting, Other
• Which single missing financial document or audit finding would make you pause moving forward right now

Day one practicalities that make or break a takeover

• If we had only 30 days to go live, what single access or data failure would stop the project
• List the categories of systems and records you currently use for reservations, payroll, and vendor contracts
• Which of the following access items are already in place for a takeover, select all that apply Options: Physical site keys or badge access, PMS admin credentials, Vendor contact list and contracts, Payroll files and schedules, Insurance certificates, Building plans and permits, Staff email and contact lists
• Who in your organization will be the single point of contact for transition and are they enabled to approve vendor or staffing changes Options: General manager, Owner/principal, Asset manager, CFO/finance lead, Other
• How many current vendor contracts across housekeeping, laundry, linen, and maintenance would need renegotiation in the first 90 days Options: 0, 1-3, 4-6, 7 or more
• Is there any legal, lender, brand, or insurance consent that could block a management change and if yes which one Options: No consent required, Yes - lender consent, Yes - brand consent, Yes - insurance or regulatory approval, Yes - other

The other paths you are weighing

• Who are you actively considering besides an external management partner and which internal options are on the table
• Which of these options best describes the incumbent situation today Options: Existing external manager underperforming, Self-managed by owner, Short-term local operator, Brand-managed operator, Interim third party
• What would have to be true about the incumbent for you to keep them for another year
• Has anyone on your internal team proposed running operations without an outside manager and if so who made the proposal Options: No internal proposal, Yes - general manager, Yes - asset manager, Yes - finance lead, Yes - other
• If there is an internal proposal, describe the proposed headcount or budget and how it would cover revenue management, housekeeping, and vendor oversight
• If our team can demonstrate a credible 12-month recovery plan, what would stop you from signing within 30 days

What success would look and feel like

• If performance targets were hit in 12 months, what would change for you and your business
• Which three KPIs matter most to you when judging a new manager Options: Occupancy rate, RevPAR, GOP margin, Guest satisfaction score, Average daily rate, Cost per occupied room, Staff turnover
• By how much do you expect net operating income to improve in year one for you to consider the change successful Options: Less than 5 percent, 5 to 10 percent, 10 to 20 percent, More than 20 percent, Unsure
• Who inside your organization will sign off that the pilot or first year succeeded Options: Owner/principal, Asset manager, CFO, Board of directors, Lender, Other
• Which monthly report would you need to see from day one to feel comfortable and why
• If the first 90-day checkpoint misses recovery targets beyond your tolerance, what immediate consequence would you expect Options: Renegotiate fees, Extend the transition with fixed milestones, Replace on-site manager, Terminate the agreement, Other

Timing, costs, and the hidden blockers

• What's the single timing constraint or cost item that would force you to delay a takeover
• Which of these cost items are currently off budget and would need explicit owner approval Options: Immediate repairs or safety work, Capital upgrades, New software or PMS licenses, Temporary increased payroll for training, Vendor termination or assignment fees, Other
• How soon does your lender or brand require notification or approval before a management change for a refinance or sale Options: Immediate notification required, Within 30 days, Within 30 to 60 days, After closing, Not applicable
• Which go-live windows are acceptable to you in the next six months, select all that apply Options: Within 30 days, 30 to 60 days, 60 to 90 days, After the next peak season, Flexible
• If we present a transition plan that meets your timing and cost gates, who must approve it and how quickly can they sign

• Management Experience Workshop

• Confirm the current state and its cost
• You confirm the presented management plan addresses your top owner priorities and closes the operational gaps you described.
• Deliver a draft, property-specific management plan and a 30/60/90 day transition checklist for the nominated property before the follow-up session.
• You accept the expected 30/60/90 day impacts and mitigation steps as reasonable and specific.
• Map owner priorities to concrete goals
• Provide the last 12 months of P&L, the most recent guest satisfaction scores, and current vendor contracts for the nominated property.
• Walk a real-property scenario end-to-end
• You agree the proposed KPIs and reporting cadence provide early, reliable signals of transition progress.
• Confirm which property will be the pilot for the management plan and agree the date for the follow-up review.
• Present the proposed initial KPIs and reporting cadence
• Validate the plan with the buying criteria

• Management Experience Workshop
• Management Experience Deck
• Management Experience Brief

• meeting
• slides
• document

• Operate Front Desk and Reservations
• Housekeeping Operations and Room Readiness
• Deploy Labor Scheduling and Shift Management
• Implement Centralized Purchasing Program
• Renegotiate Supplier Contracts and Onboard Vendors
• Migrate Property Management System Records
• Transition Accounting and Financial Reporting
• Execute Revenue Management and Rate Optimization
• Manage Guest Communications and Service Recovery
• Onboard and Train On-Site General Manager
• Coordinate Maintenance and Capital Project Execution
• Implement Daily Cash and Revenue Controls
• Manage Channel Distribution and OTA Connectivity

Operate Front Desk and Reservations

• Provide the current front desk shifts and shift handover procedures that must be adopted.
• List the reservation sources and booking channels currently used by each property (for example direct, marketplace channels, corporate) Options: Direct bookings, Marketplace channels, Corporate or negotiated accounts, Global distribution system (GDS), Other
• Identify any existing property management system (PMS) credential access or API endpoints required for real-time arrivals and reservation updates. Options: PMS credentials available, PMS requires new accounts, No PMS access available, Other
• Specify standard operating procedures for late check-in, early check-out, and reservation modifications you require us to follow.
• Describe peak arrival windows and average daily arrivals by property to size front desk staffing demand.

Housekeeping Operations and Room Readiness

• Confirm current room-cleaning turnaround time targets and the point-of-sale codes used to mark a room as ready.
• Which inventory par levels for guestroom linens and cleaning supplies should be maintained per property? Options: Standard par established by operator, Owner-defined par levels, We will provide par-level lists, Other
• How many housekeeping staff are on site per shift and what are their typical shift durations? Options: 1-2, 3-5, 6+, Variable by day
• Estimate average deep-clean frequency and preventative maintenance cadence for guestrooms and public areas. Options: Monthly, Quarterly, Biannually, Annually, Custom schedule
• Do you have existing room readiness checklists or recent brand inspection reports that we must adopt? Options: Yes, No

Deploy Labor Scheduling and Shift Management

• When are your payroll cut-off dates and which payroll vendor file formats are required for schedule-to-payroll exports? Options: Weekly payroll, Biweekly payroll, Monthly payroll, Custom schedule
• Designate the approver for schedule changes and overtime at each property. Options: On-site manager, Owner approval required, Centralized HR, Other
• What labor forecasting inputs should we use (historical occupancy by daypart, group pickups, local events) to build schedules?
• Indicate any union rules, local labor ordinances, or maximum shift length constraints that apply to your properties. Options: Union rules apply, Local labor ordinances only, No special rules, Unknown
• Attach or describe the timekeeping system and punch export frequency required for scheduling sync.

Implement Centralized Purchasing Program

• Select categories to include in centralized purchasing (housekeeping supplies, guest amenities, engineering parts, linens, F&B where applicable). Options: Housekeeping supplies, Guest amenities, Engineering parts, Linens, Food and beverage (if applicable), Other
• Are there mandatory vendor agreements or group purchasing organization contracts that must remain in place? Options: Yes, No
• Outline current inventory receiving windows and storage limitations at each property that impact centralized deliveries.
• State preferred payment terms or invoice consolidation thresholds for supplier consolidations. Options: Net 30, Net 45, Net 60, Consolidated monthly invoice, Other
• Choose desired replenishment cadence for consumables at each property. Options: Weekly, Biweekly, Monthly, Par-triggered, As needed

Renegotiate Supplier Contracts and Onboard Vendors

• Provide the supplier master list with contract renewal dates and termination notice periods to target for renegotiation.
• Identify required vendor onboarding documents we must collect (insurance certificate, W9 or tax form, safety data sheets). Options: Insurance certificate, W9 or tax form, Safety data sheets, Service level agreement, Background checks, Other
• Does any current supplier have exclusivity clauses or minimum purchase commitments that affect consolidation? Options: Yes, No, Unknown
• Which systems hold vendor contact and contract documents today and what access type will be provided (file share, procurement portal, email archive)? Options: Shared file drive, Procurement portal, Email archive, No central repository, Other
• Assign the owner for vendor relationship approvals after transition within your organization. Options: Property manager, Owner, Central procurement, Other

Migrate Property Management System Records

• Which PMS modules require migration at go-live (reservations, profiles, rates, folios, housekeeping status)? Options: Reservations, Guest profiles, Rates and inventory, Folios and ledger, Housekeeping status, Other
• How will you provide guest profile and reservation exports (CSV, XML, API) and what is the expected record count per property? Options: CSV export, XML export, API access, Database dump, Other
• What defines success for PMS migration including data completeness thresholds and reconciliation steps (for example 99% profile match and zero-folio balance variance)?
• Identify rate and availability rules that must be replicated exactly (seasonal rate codes, corporate negotiated rates, blackout rules) for revenue continuity.
• Specify the historical transaction window to migrate for guest ledger and accounts receivable (current year, last 3 years, full history). Options: Current year only, Last 3 years, Full history, Custom

Transition Accounting and Financial Reporting

• Confirm the current chart of accounts mapping and frequency of trial balance exports that must be reproduced in our reporting.
• Define acceptance criteria that will validate financial reporting handover, for example three consecutive monthly trial balances reconciled and the monthly close checklist completed.
• Specify payroll journal formats, GL posting cadence, and chart of accounts segments required to close monthly financials.
• Identify owner-specific reporting templates or KPIs to include (gross operating profit, department-level profit, NOI adjustments).
• Describe billing and management fee calculation rules, including base fee percent and incentive fee triggers we should implement.

Execute Revenue Management and Rate Optimization

• Indicate current rate categories and negotiated rate codes to preserve in the revenue plan. Options: Rack rate, Corporate negotiated, Promotional, Package rates, Other
• Select competitive set metrics you use for benchmarking (occupancy, revenue per available room, average rate) and state report cadence. Options: Occupancy, RevPAR, Average daily rate, Market penetration index, Other
• Are there minimum length-of-stay rules or closed-to-arrival controls today that must be retained during promotions? Options: Yes, No, Seasonally
• Estimate group allotment lead times and typical pickup patterns that influence rate fences and allotment controls.
• Name the approver for rate recommendations and override decisions during promotional periods. Options: On-site manager, Owner, Central revenue manager, Other

Manage Guest Communications and Service Recovery

• List guest communication channels to manage (pre-arrival SMS, confirmation emails, in-stay messages, post-stay surveys) for each property. Options: Pre-arrival SMS, Confirmation email, In-stay messaging, Post-stay survey, Phone support, Other
• Specify service recovery escalation thresholds and response service level agreements for negative guest feedback on public review platforms. Options: First contact within 4 hours, First contact within 24 hours, Resolution within 72 hours, Custom SLA
• How soon after a guest complaint do you require first-contact acknowledgement and via which channel? Options: Within 1 hour, Within 4 hours, Within 24 hours, Within 48 hours
• Is there a templated set of guest messaging or brand voice guidelines we must use for automated responses and review replies? Options: Yes, No, Partial templates provided
• Please provide the survey tools and reporting cadence used to track guest satisfaction scores.

Onboard and Train On-Site General Manager

• Outline core competencies and required certifications for the on-site general manager role (for example revenue management, payroll sign-off, emergency response).
• Designate the individual who will shadow the incoming general manager during the first 30 days for knowledge transfer. Options: Outgoing general manager, Regional manager, Central transition lead, No shadowing planned
• Specify training modules to deliver during onboarding (PMS fundamentals, standard operating procedures, guest recovery, monthly financial close checklist). Options: PMS operations, Housekeeping SOPs, Guest recovery and service, Financial close and reporting, Revenue management basics, Other
• Describe evidence that will validate GM onboarding, for example completed training checklist, two independently led audit shifts, and sign-off on SOP adherence.
• Indicate preferred cadence for post-onboarding performance reviews (30/60/90 days) and which KPIs will be reviewed. Options: 30/60/90, 30/60, 60/90, Custom

Coordinate Maintenance and Capital Project Execution

• For planned capital projects, provide approval thresholds and the capital budget line items (roofing, HVAC, fixtures, FF&E) to include in the transition scope.
• Which systems track maintenance work orders and asset histories and can we receive CSV exports or API access for work-order data? Options: CMMS export available, Work order PDF only, No system in use, Other
• Is there an existing preventive maintenance schedule and spare parts list we must inherit? Options: Yes, No, Partial
• Estimate average monthly maintenance spend and typical vendor lead times for critical building parts. Options: Less than $1,000, $1,000–5,000, $5,000–15,000, More than $15,000
• Attach or describe recent capital project scopes and vendor agreements that affect near-term execution.

Implement Daily Cash and Revenue Controls

• Please specify the daily cash handling procedures we must adopt, including cash counts, drop schedules, and safe access controls.
• How many revenue points of sale and cash terminals are operational at each property and what deposit frequency is required? Options: 1 terminal, 2–3 terminals, 4+ terminals
• Does your bank support same-day deposits and which remittance file format is required for reconciliation? Options: Same-day available, Next-day only, Other
• Where are petty cash and change funds physically secured and who has authorized access for reconciliation?
• Choose the expected daily reconciliation deliverables and the cutoff time for nightly revenue reports. Options: Nightly revenue report by 8am, By noon next day, By end of day next day, Other

• Master Services Agreement (MSA)
• Statement of Work (SOW)
• Fee Schedule & Order Form
• Transition & Handover Agreement
• Acceptance Criteria & Handover Checklist
• Service Levels and KPI Addendum (SLA)
• Termination & Early-Exit Terms
• Data & Systems Access Authorization
• Change Order Agreement

• Go-live Health Check
• First Performance Measurement
• Acceptance Gate Review (Day 90)
• Mid-cycle Performance Review (6 months)
• 12-Month Performance Review

• Produce a prioritized remediation plan for the operational backlog with target close dates
• Publish the formal acceptance record with pass/fail statuses and the named signatory within 24 hours
• If incumbent systems remain active, finalize archival and read-only retention instructions and confirm completion date
• Deliver a remediation tracker listing unresolved criteria, owners, deadlines, and required closure evidence
• Trend review for occupancy rate and GOP margin
• Confirm whether occupancy and GOP margin trends are on track to meet the Management Scope targets at 12 months.
• Resolve or prioritize the operational backlog with dates and owners to prevent year-end carryover.
• Agree the evidence required to close each remaining remediation item before the 12-month review.
• Reconfirm agreed success criteria and owners
• Deliver a six-month financial reconciliation showing fee calculations and incentive fee baselines
• Submit updated vendor contract handover packets or renegotiation status summaries
• Present 12-month results vs Management Scope targets
• Document final performance against RevPAR, GOP margin, and guest satisfaction score as measured against the Management Scope targets.
• Complete the financial reconciliation and validate the evidence supporting any performance-based payments.
• Agree closure actions and evidence for any remaining open operational items and publish the lessons-learned summary.
• Deliver the final 12-month performance report with variance analysis and source data
• Publish the final remediation log with closure evidence or extended timelines for any remaining items
• Provide a short operational improvement backlog with acceptance criteria for each item
• All critical deployment items are confirmed functional or have owners and target dates for remediation.
• Top three operational blockers identified and a remediation checklist published for the 30-day window.
• A communications cadence for status updates is agreed for the next 30 days.
• Publish the post-launch issue register with owners and target resolution dates within 48 hours
• Deliver verified access credentials and reporting feed confirmation to the shared workspace
• Schedule vendor handoff calls for any vendors still pending access or contract documents
• Present first-period results vs Management Scope targets
• Establish whether RevPAR and occupancy are trending toward the Management Scope targets and identify the primary drivers of any variance.
• Agree a timebound corrective action plan with owners and dates that targets the key metric gaps identified.
• Confirm the acceptance gate deliverables and the named signatory who will record the decision at day 90.
• Produce a one-page variance analysis for RevPAR and occupancy with proposed rate adjustments within 7 days
• Schedule focused frontline training on guest-checkin and review responses to improve guest satisfaction score
• Publish an updated acceptance gate evidence pack listing the documents and data that will be presented at day 90
• Restate the acceptance criteria and numeric targets from Management Scope
• Capture a documented acceptance decision for each recorded target in Management Scope with a named signatory.
• Confirm that the incumbent has been retired or placed read-only and that legacy data archiving/migration is complete or has a closure plan.
• Agree remediation plans with deadlines and evidence requirements for any criteria not fully met.
• Guest satisfaction and quality inspection trends
• Financial reconciliation and incentive calculation evidence
• Present outcome data against each acceptance criterion
• Root-cause diagnosis for any metric shortfalls
• Deployment and migration validation
• Operational backlog and vendor contract status
• Document pass/fail per criterion and capture formal acceptance decision
• Close or re-scope remaining operational items
• Agree specific corrective actions and owners
• Early adoption signals and usage patterns
• Capture lessons learned and operational improvement backlog
• Open issues and blockers with owners
• Confirm timeline and criteria to proceed to the acceptance gate
• Agree items to close before the year-end review
• Incumbent wind-down verification
• Agree immediate remediation actions and short checklist
• Agree remediation items, timelines, and closure evidence for any unmet criteria