Hospitality Development & Investment Advisory
Our hotel property advisory solutions are delivered by experienced hotel consultants and cover the complete asset life cycle from initial site search and development due diligence to asset disposal.
Trusted by the UK’s Leading Hotels
Our Hotel Property Advisory Solutions
Site Investigation
Know the proposed location is suitable for serviced accommodation development.
Concept Refining
Finess the concept positioning, layout and scale to match the product to market.
Strategic Planning
Participate in early stage planning and benefit for the lifetime of the asset.
Market Demand
Understand the market, competitors and performance to derive an outlook.
Financial Position
Undertake feasibility studies and know the prospective return on investment.
Licensing
Know what licences are required for food, liquor and gaming in your business.
Budgeting
Comprehensive, rolling budgeting and bespoke financial modelling for your business.
Pre-Opening
Ensure a successful opening with a comprehensive project management solution.
Operator Search
Leverage our network and contract insight to get the best deal for your property.
Project Manage
Let hospitality experts be involved to manage the hospitality component of development.
Asset Manage
Get detailed performance input to adequately assess property performance against market.
Disposal Strategy
Effective planning for disposal of assets at optimum stages of the investment cycle.
Why Choose Nuvho for your Hotel Development Support?
Our team evaluates every opportunity through a practical lens — balancing market demand, financial performance, brand positioning, and operational realities to ensure your investment is both viable and future-ready.
Market & Financial Insight
Clear market analysis and financial modelling to reduce risk and maximise return.
End-to-End Strategic Guidance
From concept to commercial planning, we provide expert advisory at every stage of the project.
Confident Decision-Making
Actionable recommendations that help owners and operators move forward with confidence.
Clear Path to Profitability
Turning feasibility into actionable strategy that strengthens long-term profitability and asset value.
Ready to Unlock More Value from Your Hotel Asset?
Planning a hotel development or need support with your investment? Partner with Nuvho for expert advisory and feasibility support that turns complex data into confident, commercially sound decisions.
Speak to our advisory expertsSee What Our Clients Have to Say
With Nuvho as an extension of our team, we accessed analysis and insight that helped to drive revenue forward.
Working with Nuvho enabled us to reach more distribution outlets at competitive commission structures while refining our revenue management and distribution processes.
Over the past three years of working with Nuvho revenue management we have improved online visibility and grown revenue each year, which has led our property to perform above the market.
Nuvho is a cost-effective alternative to in-house solutions with access to a highly efficient team and measured successful outcomes.
Our partnership with Nuvho began pre-opening, and they’ve been a vital part of our growth journey ever since. Their support in lead generation and the development of a strong sales pipeline has helped us establish a solid foundation and achieve consistent results across our targeted markets.
The website and booking engine supplied by Nuvho, coupled with their revenue management advice, has led to a five-fold increase in direct bookings, jumping to a double-digit conversion percentage. Highly recommended.
Working with our senior team, the Nuvho revenue management team has been able to deliver above-market performance despite challenging conditions.
Nuvho’s booking engine and website platform have made a significant difference to our direct conversion while the range of features available is best-in-market at this price point.
The onboarding process to Nuvho’s website and booking engine was quick and seamless. It was led by their revenue management team resulting in a best-practice setup, driving significantly more direct bookings.
The booking engine and website installed by Nuvho has seen our direct bookings increase significantly with notably higher conversion rates.
Frequently asked questions
Yes. Nuvho works with many different types of suppliers across the accommodation sector, and we tailor our solutions to give each one the best chance of success.
Whilst every client and situation is unique, we commence onboarding immediately upon signing and are fully operational within 14 days.
A comprehensive hotel feasibility typically includes a detailed site analysis to determine site suitability; economic, tourism & hotel market profile to derive demand assumptions; competitive & pipeline profile to derive supply assumptions; supply & demand analysis to derive projected market performance; design review & proposed development components; financial projections & investment appraisal.
This depends on the stage of the process and the project funding mechanism. If in a due diligence stage with regards to a site acquisition, we recommend a concise pre-acquisition or pre-feasibility assessment. This provides a high-level view of project viability at an early stage and seeks to inform a range of parameters including site bid range, minimum ADR to break even, RevPAR to break even, EBITDA to break even, site development budget and project investment appraisal. A comprehensive feasibility study is generally sought when the project proponent wants detailed market information to comprehensively account for project assumptions. It is often sought by third parties to the project such as investors, lenders and operators.
A pre-acquisition or pre-feasibility assessment is more beneficial when there is a time-constrained due diligence period that demands a relatively quick turnaround or when the due diligence budget is constrained. While high-level, these assessments adopt sound assessment processes from highly experienced hotel development professionals.
Over the course of three decades, we have seen approximately 10-15% of feasibility projects come to fruition, reflecting the tight nature of hotel development. This is influenced by a range of variables including development cost, land cost, investor hurdle rates, planning lapse & restrictions, overall project viability, ill-conceived projects, alternative & higher value land use. Often, market conditions change from when an initial positive assessment may have been undertaken to re-assessment within a 12-month period.
The most common misconception is that hotels mine money. This misconception is often borne out of an association with luxury. The reality is that hotels are often trophy assets that are a poorer cousin from an investment returns perspective to their commercial or residential counterparts (development cycle and a range of other factors contingent). A good example here is the inverse relationship between EBITDA performance and market position. Individuals without hotel development experience often expect superior EBITDA performance with a luxury asset over an economy positioned asset. The reality is that luxury assets typically achieve 15-20% EBITDA, whereas economy positioned assets can achieve 45-55% EBITDA.
Tourism bodies often produce visitor demand growth projections at a national or regional level. The government produces GDP growth projections. These are a sound starting point for a view of future macro-level demand that must be tempered with more micro tourism and economic factors including market size, location prominence, threat of future market entrants, market absorption, local demand factors in proximity, local supply factors in proximity, product market-fit to name a few.
In our experience, this primarily relates to the standalone nature of investment appraisal of a particular project that typically does not consider the portfolio context, the branding context value or the strategic intent of a given asset.
A common performance characteristic includes project value realisation upon asset sale. It is uncommon for payback of hotel development projects to occur organically within a ten-year horizon and often up to 20 years. This does not generally occur unless the asset is sold and the improved value of the asset or hold period is sufficient to realise capital growth. The small proportion of hotel projects that realise a reasonable return with a hold strategy typically include projects where the land has been held for a long period of time or demand market conditions for assets is exceptional resulting in sharp capitalisation rates.
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