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Seventeen hotels.
A week to spare.

17 HOTELS, NSW & QLD · CRS REBUILT IN 6 WEEKS

Hotel Group CRS Rollout: 17 Properties, 6 Weeks

A portfolio of 17 independent hotels across New South Wales and Queensland, each rated Upper Upscale to Luxury and ranging from 30 to 90 keys, decided to move their CRS. Every property needed to be rebuilt on Sabre’s SynXis CRS as part of a broader revenue management refresh, and with hotels spread across two states and a tight deadline in place, the rebuild had to happen fast, and it had to happen right the first time.

17CRS Implemented
6 WeeksCompletion Time
170 HoursEstimated Time to Build
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The Challenge: An Ageing CRS No Longer Fit for the Portfolio

The portfolio was running on an older CRS that no longer suited the group’s needs, and all 17 hotels needed to move onto a single, modern CRS within a strict seven-week turnaround. Two problems stood in the way:

  • The portfolio didn’t have the in-house staffing or technical expertise to complete a build of this scale within the required time frame.
  • The group had already attempted the changeover internally and it had failed, leaving the rollout further behind schedule.

With 17 separate hotels, each carrying its own systems, rates and guest communications to migrate, the group brought in Nuvho’s system builds team to get the portfolio live.

The Solution: A Single, Coordinated SynXis Rebuild

Nuvho mobilised a dedicated build team to execute the CRS rebuild within the required time frame, treating the portfolio as a single coordinated program rather than 17 separate projects. The team:

  1. Formulated a structured onboarding plan with Sabre and rolled it out hotel by hotel across the portfolio.
  2. Mobilised a consistent rate strategy across all 17 properties.
  3. Interfaced relevant rate strategies into the CRS across the portfolio for each property.
  4. Rebuilt the guest journey property by property, including confirmation, pre-arrival and day-of-arrival communications.

Success was measured against one benchmark: every hotel live on the new CRS within the agreed time frame, with rate strategy and guest communications ready to support performance from day one.

Key Outcomes: Executing the SynXis Rebuild

Delivery was structured around three core work streams:

01

Formulated a structured onboarding plan with the portfolio and rolled it out hotel by hotel.

02

Mobilised a consistent rate strategy across all 17 properties, ready for the internal teams utilise by the agreed deadlines.

03

Interfaced relevant rate strategies into the CRS across the portfolio for each property.

04

Rebuilt the guest journey property by property, including confirmation, pre-arrival and day-of-arrival communications.

Success was measured against one benchmark: every hotel live on the new CRS within the agreed time frame, with rate strategy and guest communications ready to support performance from day one.

Results: A 17-Hotel CRS Rebuild Delivered Ahead of Schedule

The result gave the group a single, modern CRS platform across the entire portfolio — delivered ahead of schedule, with no disruption to day-to-day operations.

17 HotelsCompletedCompleted the all installations within six weeks, against a seven-week deadline — a week to spare. Every hotel went live on the new CRS with its rate strategy and guest journey fully in place from day one.
170 HoursEstimated Build EffortDelivered an estimated 170 hours of build effort across the portfolio, roughly 10 hours per property.

Conclusion: A Repeatable Model for Multi-Property CRS Rebuilds

This project shows what’s possible for a hotel group outgrowing an older CRS: with one dedicated team and a tightly coordinated plan, a full portfolio rebuild can be delivered ahead of schedule and without disrupting day-to-day operations.

The same approach applies whether it’s a single property or a portfolio of seventeen — a single coordinated program consistently outperforms a property-by-property scramble.

Solving Hotel System Build Delays Without Pulling Teams Off the Floor

Outdated reservation systems, drawn-out builds, and IT projects that quietly eat into rostered hours — these are some of the most common tech stack problems facing hotels and portfolios across Australia. For many properties, the real gap isn’t ambition; it’s the absence of a dedicated team that can execute a system build without pulling staff away from the guests standing in front of them.

This case study shows what’s possible when a hotel group hands its tech builds onto specialists instead of managing it in-house. 17 hotels rebuilt. Six weeks, a week ahead of schedule. Zero disruption to front-of-house operations.

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