Customer stories about operational performance, adoption and Profit Conversion Management.
After twelve years with d2o, Pandox is extending Profit Conversion Management to six more hotels in Germany, connecting daily operational execution with long-term portfolio value.
Kimpton Seafire and Hotel Indigo Grand Cayman chose PMI Revenue & Productivity and PMI GoGreen to bring profitability and sustainability into the same operational conversation.
Stureplansgruppen chose a shared management approach for a portfolio spanning hotels, restaurants, bars, nightclubs and event venues.
Canarian Hospitality designed a one-property PMI pilot around a +3 percentage-point GOP target, with any portfolio expansion conditional on the outcome.
QHotels deliberately tested a new operating approach at three properties before deciding to extend PMI across the group.
Odyssey’s journey from a focused trial to adoption across 20+ hotels shows how leadership, coaching and daily ownership can turn operational information into measurable impact.
ESS Group chose a shared approach to targets, visibility and daily decisions across a portfolio of deliberately different lifestyle destinations.
Thon extended a relationship with d2o spanning more than two decades into a 17-restaurant rollout for Resthon’s hospitality operations.
A successful pilot gave Elite Hotels the confidence to extend PMI more broadly, supporting earlier decisions about demand, resources and workloads.
See where your profit is leaking and what closing the gap is worth for your portfolio.
