The Engine Room

1. Making GOOD PROFITS from proactive and not just reactive commercial management
2. Happy with the QUALITY AND CONSISTENCY of your offer and your reputation?
3. Profits growing from MARGIN MANAGEMENT?
4. Confident that new development or investment plans have been rigorously analysed, assessed & STRESS TESTED?

• It is essential to recognise what is really driving decision making in your business be it financial management or coal face needs or concept and business innovation.
• Getting the balance right between the success factors in any business needs respectful and confidential views from the ‘outside – in’.
• A vice like grip on costs can often mean poor or unreliable service. That’s what we call bad profits. Ones that will likely undervalue the business and its potential despite short term ‘success’.
• Likewise, although vision is essential to drive innovation an excessive focus and resourcing on quality to drive high profit can be wasteful and make little returns despite how much it might confirm the vision for ourselves and some loud voices.
• There is always a balance.

The most challenging thing for any hospitality enterprise is to balance your business management and development time with all of the important drivers of success:

• Your service offer and experience for the markets you choose to serve
• Your disciplines, attitudes, people, technology and processes to maintain and improve your quality of that offer day in day out, and finally…
• Your planning and managing of the business
  and all its resources and costs, operationally and commercially, in all the necessary detail to achieve the above in a model that promises and then provides the profits you deserve.
• We call this last bit The Engine Room

If you can be honest with yourself and trust the professionalism, confidentiality and experience of others, having The Engine Room in your business might make a real difference in a variety of ways:

• More time to focus on quality and customers
• Accuracy, timeliness and an independent view of the critical KPI’s
• More attractive prospect and confidence provider to investors and funders looking for ’grown up’ operators
• Hassle free opening mobilisations and improvement projects on those commercial matters that can often be left behind or cause unwanted distractions
• More traction, pace and transparency onsite additions and acquisitions
• Increased profitability and return on investment

• The Engine Room is able to provide directors, managers, staff and others invested with the spine required in the vital form of business plan projections and trading actuals of any successful business.
• Inevitable variations to plan can occur despite best efforts but all can be seen with the help of an outside eye and be recast to take on unpredictable events be they + or -.
• We can demonstrate that to you, at a cost much less than the improvements available, in running rate profits using our culture of collaboration, our recommended systems and integration of software platforms.
• With more challenges ahead there is even less room for error and how you manage the parts you can control, especially if clearly presented to you, can make or break a business. And where risk still needs to be taken to move forward but quantifying this this is key.

• Independent commercial information and thinking.
• Cost of sales price increases, planning and management models vital to present and future trading levels and profit.
• Confidence in the viability of a new project.
• Detailed day-to-day oversight of actual performance against designed model
• Processes & commercial information to allow operators to focus on their roles of managing. people and customer service based on important metrics.
• Improving recruitment & retention though a more stable business management culture.