Acting as the asset-management partner to family offices, private investors and lenders — protecting and growing hotel value across performance, capital structure and exit. Particularly relevant for owners of hotels operated by third-party brands or in distressed and underperforming situations.
Asset management sits between the owner and the operator. It's the discipline that ensures hotel performance is benchmarked against market peers, capital is deployed where it drives the most return, and the asset is positioned correctly across its lifecycle — from acquisition through exit.
Monthly trading reviews against STR / MarketView competitor sets. Index analysis (RGI, MPI, ARI), penetration tracking, and identification of revenue and cost gaps relative to peer-set performance.
Refurbishment cycle planning, brand-mandated PIPs, ROI modelling on individual capital projects. We build the case for spend before recommending it — and project-manage delivery once approved.
Institutional-grade reporting cadence. Monthly P&L packs, quarterly board reviews, annual budget cycle. Audit-ready accounts under our ICAEW Chartered Accountant Finance Director.
NWH's in-house corporate finance capability supports refinancings, debt service planning, lender liaison and capital structure optimisation across the cycle. Particularly relevant for owners managing facility maturities or covenant pressure.
Sale-readiness work for owners moving towards exit — clean trading data, well-documented operating manuals, broker selection, deal-room assembly and management of due-diligence enquiries through to completion.
For owners considering a brand change — staying independent, moving to a brand, or switching brand families. We model the economics of each option, lead the brand RFP, and execute the conversion.
NWH's reporting rhythm is designed for owners who need confidence in their numbers without micro-managing operations. Four cadences: weekly trading, monthly board, quarterly strategy, annual cycle.
Concise weekly snapshot — occupancy, ADR, RevPAR, pacing against forecast, channel mix, and a single-paragraph commentary from the regional manager.
Full month-end P&L, balance sheet and cashflow with variance commentary. STR index analysis, CAPEX progress, and forward forecast. Delivered by working day 8.
In-person or video review of quarter performance, market outlook, asset condition and forward trading. Followed by a written board pack for owner records.
Full bottom-up budget rebuild, 3-year operating plan, refurbishment cycle review and CAPEX programme. Owner sign-off ahead of the financial year.
"One of the few UK operators with a track record of stabilising distressed hotel assets for lenders and administrators — and preparing them for sale."
Acting alongside Law of Property Act receivers — operating the hotel during the receivership period, protecting trading value, and stabilising performance.
Continuing operations during formal insolvency — keeping the property open, retaining staff, preserving trading data, and meeting health, safety and brand-standard obligations.
For underperforming assets short of formal insolvency — diagnostic, intervention plan, and operational turnaround typically over 6–18 months.
Cleaning the asset for sale — trading data integrity, capex catch-up, brand renegotiation where relevant, and management of marketing and DD process through to completion.
The financial control layer is what makes NWH credible to family offices, lenders and PE — and what differentiates us from operators who treat finance as a back-office function.
25+ years across independent operators and major international brands
Auri is an ICAEW Chartered Accountant with deep experience across cash and accrual accounting, forecasting, fund management and corporate finance. He oversees the financial control function for the entire NWH portfolio — and his presence on the executive is the single most important signal to institutional capital that NWH can credibly transact and report at scale.
For family offices and PE houses considering a hotel investment with NWH operating, the financial control structure means: monthly P&L packs delivered by working day 8, quarterly board packs with detailed variance commentary, audit-ready accounts, and full transparency on every line of the operating P&L.
Sourced, acquired, asset-managed and grew a four-hotel portfolio in Scotland over 48 months on behalf of a Scottish family office. Each investment benefited from economies of scale in procurement and sales, supported by NWH's standard operating procedures and group-level financial control.
