With a combined experience in excess of fifty years, HSG's Partners have a profound understanding of the need to successfully match executive candidates with proven ability to manage the strategic, operational,financial and people issues confronting our client's. HSG's partners have an intricate understanding of the the individual roles and responsibilities, and the demands and expectations of people in these roles at corporate, regional and business unit level, having worked across these levels themselves. We also believe that it is essential to develop a clear understanding of each individual candidate's goals and objectives to ensure alignment with the client's goals and objectives.
In addition to Executive Search for Corporate, General Manager and Executive Committee roles, our wide ranging experience includes mass recruitment programs for new openings/conversions and interim management solutions.
Our indepth process is supplemented by physcometric testing where appropriate to produce an independent and scientific evaluation of the candidate and to develop a candidate profile that is easily contrasted against the key responsibilities and accountabilities of the position. Our extensive database of preferred candidates enables us to provide the optimum solution to a client's needs in a timely manner.

The number one factor in the sustained success of an organization is without a doubt the human resource talent and its management. Hiring correctly, combined with a true commitment to developing talent and offering growth is right HSG partners have worked with hundreds of hotel and corporate executives coaching them and laying out development plans for them. This key success factor requires experienced know-how and effective execution.
HSG partners have coached and laid out development programs for hundreds of hotel and corporate executives. In fact, they have led in their organizations in the design and execution of successful efforts for talent development; from needs analysis through career planning and personal development plans.
Our coaching and development services can encompass single executives wishing to strengthen certain aspects of their management skills (strategic planning, budgeting, HR management, etc.); or groups of them engaged in a comprehensive executive development program.

Studies have demonstrated that there is significant revenue lost opportunities in the first few months of operations after opening or rebranding. There are several causes associated mostly with the impact of delays on revenues but also the inability of many operations to "hit the ground running" or in fact start running even before hitting the ground. Opening a hotel, or re-branding one is not just an exercise of effective project management. It requires know-how and experience to be able to make the unavoidable time trade-offs, the right decision-making at the right time, and to avoid getting caught up in the trappings of paperwork and procedure. HSG offers experienced pragmatism and effective leadership combined with knowing what/when to do. These go a long way towards optimizing the time to open; therefore maximizing the revenues in the very critical first months of operation.

International Hotel Companies for the most part do not own the assets where their brands and management =ystems operate. An asset owner many times requires the advice of an honest broker to assess the value proposition of the brand/management company. This is as much for the initial selection of the brand/company as for the ongoing review of value delivery against the contract that yields the use of the asset to a management operator. As successful veterans of several international management/brand companies across many continents and as keen business operators; we not only understand the asset owner's interest, but also the ways to assess and enhance the operator's value to the asset.

True profit optimization requires an in-depth analysis of the operation to diagnose key focus areas and identify processes and activities to address in order to achieve sustainable gains. The analysis includes risk and environmental assessments as well as a thorough survey of stakeholders' roles and attitudes. This allows the identification of internal capability and the determination of commitment and readiness to change. The end result is the execution of a project plan that incorporates:

• Specific actions and time tables
• Milestones for monitoring progress
• Phasing of financial Impact
• Calculation of the overall financial impact

The success of a hotel management company requires the perfect sequential alignment of these three components. We offer the experience and know-how to set up a successful management company, or to re-structure one, based on these simple but essential ingredients: develop a strategy to serve the goals, set up a structure (human and systems) to carry out the strategy, and staff such structure with the right type and amount of human resources.

An essential aspect of business success dictates that the human asset base is wholly aligned to the company's objectives, and has the capability and desire to ensure those objectives are met. These critical elements do not happen by themselves; they are the result of a carefully crafted and executed human resources strategic plan. This plan must include all the facets of Human Resources Management, including:

• Recruitment and Selection
• Compensation and Benefits
• Performance Management
• Training and Development
• Labour Relations
• Organizational Development

Hotels and hotel companies often develop the way they operate through very inefficient and ineffective methods. More often than not, within a company, there are even dissimilar ways to accomplish the same task. This variation inevitably results in waste and sub-optimum results. In our business there are some key areas where operating with a consistent optimized approach, yields substantial operating gains and competitive advantage. These "Ways of Working" often represent the difference between mediocre or notable performance – regardless if the metric of success is money, guest or employee satisfaction, corporate responsibility or any other company objective. Having set up such ways in almost every facet of the hospitality industry, HSG offers the knowledge and the passion to develop and incorporate them into a hotel, a group of them, or a management company.

Along with the "ways of working", the development and execution of optimized Standard Operating Procedures is at the core of the "art of execution". This is principally essential for those processes that are key drivers of success. HSG offers comprehensive know-how in the development of proven SOPs.

An operational review using a balanced scorecard of key metrics, coupled with a contrast with the best operating benchmarks in the hospitality industry, reveals the key areas to target for improvement. Effective and efficient action plans can then be laid out and executed to reach the operational objectives of individual hotel assets. The review uses a variety of analytical tools against some common data sources, including:

• P/L , CF and other financial reports
• Guest Satisfaction Data
• Employee Satisfaction Data
• Market Competitive Data
• Sales and Marketing Plans and Reports
• Risk Management and FLS Reports
• Brand Standards Assessments

The linkage between a hotel's guest satisfaction with his/her intention to return to or recommend the hotel is well established and known. Understanding the key drivers of satisfaction is less well understood, and much less is the knowledge of how to bring about sustained improvement in those key drivers. After decades of proven successful and leading edge work in the field, we offer the knowledge and the skills to incorporate these concepts and tools into the operating DNA of a hotel and its management company.