01
Evaluate
Understand the asset, market, ownership objective and the decision that needs to be made.
Independent hospitality. Owner aligned.
Hospitality for the next chapter of your hotel.
For an independent hotel, a repositioning or a new development, we start with your hotel, market and ownership objectives.
Footage: Pexels / Grand Metropolitan Hotels
Footage: Pexels / Grand Metropolitan Hotels
Begin with your objective
A piece of history
A historic hospitality name, carried into a modern operating era.
Grand Metropolitan’s roots are traced to London in 1934. The name later emerged through the combination with Maxwell Joseph’s Grand Hotels (Mayfair) Ltd. Today, the group carries that hospitality heritage forward through owner-aligned operations and international brand relationships such as Hyatt.
Our heritage600+
Hotels across our operating, franchise and affiliation network
1934
Historical roots traced to London
05
Offices in Zurich (headquarters), Dubai, Lucerne, Delhi NCR and London
Start with your asset
Choose the situation—not the service label.
Every hotel and ownership situation starts somewhere different. We begin with the owner objective, then bring in the expertise that best fits the asset.
Our perspective
Individual in character. Disciplined in execution.
We keep each hotel’s character visible while aligning operations, commercial focus and owner governance with the asset.
Owner-aligned
Priorities and reporting framed around the asset and its long-term potential.
Locally relevant
Positioning and operating choices grounded in the hotel and its market.
Connected expertise
Specialist capability connected where it can make a practical difference.
Our expertise
The expertise your hotel needs.
From management and affiliation to development, hotel real estate, brand strategy, F&B and wellness, we agree what fits your hotel.
Explore all expertiseOperating disciplines
Specialist support, close to the hotel.
Our approach is modular. Choose the operating route and support that fit your hotel, market and ownership objectives.
01
Commercial performance
Revenue strategy, sales, marketing and distribution connected to the asset plan.
02
Operations & quality
Hotel disciplines, service standards and practical operating support close to the property.
03
Finance & owner reporting
Business planning, performance visibility and reporting shaped around ownership priorities.
04
People & culture
Leadership, learning and operating culture designed to make local teams stronger.
05
Technology & intelligence
Connected systems and useful decision information rather than technology for its own sake.
06
Procurement & purchasing
Structured sourcing and purchasing support aligned to quality, continuity and control.
07
Design & construction
Operating input across concept, renovation, repositioning, delivery and pre-opening.
08
F&B & wellness concepts
Distinctive outlet and experience concepts carried through to an executable operating model.
Working together
One clear path from question to accountable partnership.
We agree the question, the priorities and who leads each next step.
02
Align
Define the owner objective, priorities, responsibilities, governance and information required.
03
Activate
Mobilise the relevant people, systems, commercial priorities and operating disciplines.
04
Govern
Review performance, communicate clearly and refine the plan as the asset and market evolve.
Flexible by design
Operating routes for your hotel.
Structure changes with ownership strategy, development stage and market context. Accountability, transparency and well-executed hospitality remain constant.
Brands, collections & concepts
Identity should sharpen the asset—not compete with it.
Explore ten brands across Upscale, Luxury and Ultra-Luxury, and see whether each is offered through Management or Affiliate.
Independent collections
Proprietary concepts
Affiliation networks
International brand relationships
Restaurant & bar concepts
Wellness & thermal experiences
Hospitality in practice
The places, people and partnerships behind the story.
Discover hotels with character, the brands that give them room to be themselves and the people who bring hospitality to life. Where we describe a specific relationship, we make our role clear.
People, governance, accountability
Expertise only matters when it works close to the hotel.
We connect local hotel leaders with specialist support, clear priorities and transparent owner communication.
Start with the opportunity
Let’s explore what your hotel could become.
Tell us the hotel’s location, status, objective and timing. We will route the conversation to the right specialist.
Discuss your hotel