In October 2025, The QHotels Collection deliberately tested a new operating approach at three properties before deciding whether it should be taken further.
The pilot covered Glasgow Westerwood Hotel, Spa & Golf Resort, Chesford Grange Hotel and Dunston Hall Hotel, Spa & Golf Resort. The participating teams introduced PMI Revenue & Productivity and PMI F&B Insights, using forecasts and operational targets to support their daily decisions.
The trial gave QHotels a contained setting in which to explore a different management rhythm. Expected demand could be considered alongside labour productivity, food-and-beverage performance and the practical choices made by department heads.
That connection was central to the pilot. Forecasts were intended to lead to appropriate targets; targets would guide action; and teams could review progress while there was still time to influence the outcome.
In practical terms, the pilot reflected d2o’s Profit Conversion Management™ approach: connecting expected demand with operational execution early enough to influence how revenue converts into profit.
By January 2026, the experience had created the confidence to scale. Following what d2o described publicly as a very successful pilot, QHotels’ leadership decided to roll PMI out across the group.
Moving beyond the original three properties required a wider commitment. The initial hotels had demonstrated how the operating approach could work in practice. The group decision was about establishing that discipline more broadly, with central leadership, general managers and departmental teams contributing at different levels.
The story was therefore not simply one of adding more hotels. It was a progression from deliberate testing to organisational intent.
QHotels began with a focused question: could this way of connecting forecasts, targets and daily decisions work within its operations? The pilot gave the group its answer and established the basis for the next phase.
The pilot established confidence. The rollout signalled intent.
