NWH takes full operational accountability for hotels operated on behalf of owners — branded, independent, heritage and contemporary. Our model is owner-aligned: we earn when you do, and we're in the building when something goes wrong on a Saturday night.
An end-to-end operational model — every discipline that touches a hotel's P&L, owned by named senior specialists at NWH and embedded in the daily operating routines of each property.
Day-to-day running of the hotel — GM placement and oversight, brand-standard compliance, guest experience, daily operating routines, and the operational execution that determines NPS and repeat business.
Pricing strategy, channel mix, demand generation and corporate sales — owned by Kanika Mathur (14 years dedicated revenue management) with corporate sales led by Cathryn McNamara.
Institutional-grade financial control under the Finance Director (ICAEW Chartered Accountant). Monthly reporting cadence, audit-ready accounts, transparent owner reporting.
Recruitment, training, performance management and succession planning across the portfolio — including direct GM placement at every property under management.
Group buying power, statutory compliance, H&S and information technology — owned at group level by Sandeep Chawla (Head of Property) and applied across every operating property.
For acquisitions, conversions or new-builds — NWH provides full pre-opening support, from PMS implementation through hiring through brand-standard rollout. Recently delivered for Garner Reading and Four Points Flex Birmingham.
NWH's operating portfolio is structured around two regional desks — England and Scotland — each led by a named Regional Manager with direct oversight of every property in their region.
Nik Mathur
Regional Manager · 22+ years · 3 continents
"From Reading and Aylesbury through Birmingham and Milton Keynes to the south coast — direct operational oversight at every property."
Parthiv Vyas
Regional Manager · 21+ years · Multi-brand
"From Orkney and Aberdeen through the Highlands and Central Belt to Glasgow — Scottish properties run by Scotland-based operators."
Plus independent and heritage operations under direct NWH management. We're brand-agnostic — we recommend the brand strategy that's right for your property, not the one that pays us best.
From first conversation to operational handover, the typical NWH engagement follows a four-stage path. Engagements range from full third-party management to interim and transitional GMs.
Two-to-three week diagnostic visit and review. Trading performance, brand audit, asset condition, team and culture.
Owner-aligned management agreement with clear KPI structure. Mobilisation timeline typically 30–90 days depending on transition complexity.
Direct handover to NWH operating team. Quick wins on revenue, cost and guest experience. First monthly board pack typically delivered within 35 days.
Monthly owner reporting, quarterly strategic review, annual budget cycle and CAPEX planning. Continuous performance optimisation.
Hilton-franchised three-star hotel in central Glasgow. NWH operates the property under a third-party management agreement, with full P&L responsibility on behalf of the owner. Strong corporate, leisure and event-driven demand; lean operating model aligned to brand standards and revenue benchmarks.
