Hospitality & Luxury Asset Advisory
Client-side advisory across international luxury hotels, integrated resorts, and high-end hospitality developments, focused on capital protection, risk management, and operator brand delivery from early-stage planning through execution. Supporting investors, owners, and operators in safeguarding long-term asset performance, financial discipline, and brand integrity within complex global development environments.
SOFITEL LEGEND METROPOLE HANOI
OWNER REPRESENTATIVE & DELIVERY ADVISORY | US$ 20M
Accor Sofitel Flag Ship Collection
PROJECT OVERVIEW
Director of Construction Management Owner-side advisory and construction oversight for redevelopment works at Sofitel Legend Metropole Hanoi, focused on delivery coordination, operational continuity, and luxury brand standards. Scope included Angelina Restaurant, the Bamboo Bar, and back-of-house modernization.
DELIVERY SCOPE
Supported coordination and oversight across design development and construction works within a live luxury Accor hotel operating in a historic building context. Scope included interface coordination between design consultants and contractors, review of construction sequencing impacts, and support for maintaining operational continuity during work across public areas, theme dining and back-of-house facilities.
KEY GOVERNANCE PRIORITIES
Supporting client-side governance oversight of design coordination and construction delivery within a live Accor luxury hotel environment, with emphasis on maintaining historic building integrity and strict quality control standards. Focused on mitigating design interface risks, managing construction coordination issues, controlling capital cost exposure, and safeguarding Accor brand standards and asset value protection throughout phased delivery.
PROJECT CONTEXT
A historic five-star luxury hotel originally established in 1901 as the Grand Métropole Hotel the social and political epicenter of French Indochina. Recognized as one of Vietnam’s most prominent heritage hospitality assets within the Accor portfolio.
ARCHITECT
Archetype Group Vietnam
Operator: Accor
Hilton Hotel Colombo Sri Lanka
Capital Project Advisory Owners Representative | US$ 35M
PROJECT OVERVIEW
Project Director providing client-side advisory across Phase 1 and Phase 2 modernization of a 382-room international hotel, spanning guestroom upgrades and full modernization of key public, dining, and operational back-of-house areas.
DELIVERY SCOPE
Supported client-side coordination and oversight across phased hotel modernization works within a live international hospitality environment. Scope included guest rooms, public areas, dining venues, lobby and circulation areas, back-of-house operations, and stakeholder coordination activities supporting phased delivery sequencing, commercial alignment, operational continuity, and overall project performance objectives.
KEY GOVERNANCE PRIORITIES
Supporting client-side governance advisory to the project board and the Government of Sri Lanka Ministry of Finance, aligning planning, design development, commercial coordination, and phased operational performance objectives. Focused on strategic risk mitigation, capital asset protection, stakeholder coordination, cost control, and operational continuity within a live international hotel environment.
PROJECT CONTEXT
A five-star luxury hotel opened in 1987 in Colombo 1, established as a landmark hospitality asset within the city’s financial and commercial district. Its ballroom and event facilities became a prominent venue for major public, diplomatic, and private events. The hotel is situated adjacent to the World Trade Center Colombo and opposite the Old Parliament Building.
ARCHITECT
Interior Architecture:
Aedas Interiors
Avalon Collective Interior Design
Operator: Hilton Worldwide
InterContinental Hotel Dhaka Bangladesh
Capital Project Advisory Owners Representative | US$ 75M
PROJECT OVERVIEW
Project Director providing client-side advisory during the conversion of the former Sheraton Dhaka into the 226-room InterContinental Dhaka, supporting refurbishment works across guest rooms and suites through governance oversight and structured delivery coordination.
DELIVERY SCOPE
Supported client-side coordination and oversight across phased hotel conversion and modernization works within a live international hospitality environment. Scope included guest rooms, public areas, dining facilities, front- and back-of-house operations, and stakeholder coordination activities supporting operational continuity, delivery sequencing, contract and commercial alignment, and project performance objectives.
KEY GOVERNANCE PRIORITIES
Supporting client-side governance advisory to the project board and the Government of Bangladesh Ministry of Transportation and Tourism, aligning conversion works, stakeholder coordination, and operational performance objectives. Focused on construction risk mitigation, capital planning, cost management, operational continuity, and protection of brand and heritage asset standards within a live hotel environment.
PROJECT CONTEXT
Originally opened in 1966, the hotel became Dacca's first international five-star hospitality property during the former East Pakistan era and remains an enduring landmark within the nation’s political and social landscape.
ARCHITECT
Original Architecture (1966): William B. Tabler
Renovation Architecture: LW Design Group
Interior Architecture: CHADA
Operator: InterContinental Hotels and Resorts
The Peninsula Hotel Istanbul Türkiyeh
Construction Advisory Owners Representative | US$ 320M
PROJECT OVERVIEW
Director of Construction Management providing client-side execution advisory and governance oversight to The Hongkong and Shanghai Hotels, Limited, operator of The Peninsula Hotels, supporting delivery alignment and stakeholder coordination within a international luxury hospitality development environment.
DELIVERY SCOPE
Provided independent advisory support across project execution, commercial coordination, schedule, quality and cost change management for active hotel modernization works.
Supported the CEO and project leadership in addressing design coordination, implementation and quality issues affecting project delivery across guest rooms.
KEY GOVERNANCE PRIORITIES
Reviewed the interfaces between the owner’s design team and implementation partners, identifying gaps in accountability, quality oversight, coordination, change management and project controls.
Enhanced asset visibility, cost oversight and stakeholder reporting, and provided independent recommendations to strengthen governance, improve delivery coordination and support informed decision-making.
PROJECT CONTEXT
Set on the European side of the Golden Horn, which flows into the Bosphorus, the hotel comprises four buildings; two from the early 20th century, a 1930s Bauhaus building and a glassy new build, all seamlessly sewn together with corridors of Marmara marble.
ARCHITECT
Hongkong Shanghai Hotels