Independent hospitality consultants for the whole hotel
Every floor. Every venue. Every margin.
We find the revenue your hotel leaves on the table and the cost it does not need, then work with your team to capture both, from rooms to F&B.
The whole hotel, measured
The whole hotel, measured
Engineering and energy
Maintenance, utilities and the cost of keeping the building running
Rooms
Revenue management, room cleaning, linen and guest experience
F&B venues
Covers, average spend, menu engineering and cost control
Arrival and guest flow
Service standards from the first step through the door
Independent
No technology affiliations. Recommendations are based on the needs of the operation.
Operator-Led
Recommendations are grounded in practical hotel operating experience.
Commercially Accountable
Every engagement is measured against agreed financial outcomes.
How profit grows
Profit has two sides.
Cutting cost alone has a ceiling. We work both sides of the P&L: more rooms sold at the right rate, more guests spending more, more often, and a leaner operation behind them.
Grow revenue
Rooms
Food & beverage
Control cost
Rooms
- Room cleaning productivity
- Linen and laundry
- Guest supplies
- Commissions and distribution
Food & beverage
- Food and beverage cost
- Waste
- Labour and scheduling
- Procurement
Whole building
- Energy and utilities
- Maintenance
- Automation where it pays
Our Flagship Service
The 90-Day F&B Profit Recovery Sprint
We work with hotel owners and operators to recover the F&B revenue and margin lost to low covers and spend, menu inefficiency, purchasing gaps, waste and scheduling. Structured. Time-bound. Commercially focused.
Full Operational Review
We review the full F&B operation, costs, revenue, labour, procurement and performance to identify margin gaps before recommending any change.
Recovery Plan
A costed plan for revenue and cost, ranked by profit impact and designed to protect service quality.
Measurable Results
We work alongside your team through implementation, tracking every recovery metric against the agreed commercial baseline.
Operations Optimisation
Make automation a commercial operating decision.
Captivate assesses where technology and robotics can improve a hotel's operating model. We compare the current cost of labour, overtime and workflows with a technology-enabled alternative, including lease, maintenance, implementation and residual staffing requirements.
The result is a more disciplined answer to one question: can the required service level be delivered at a lower, more predictable monthly operating cost?
Captivate is independent. We are not a technology reseller, robot manufacturer or finance provider. Our role is feasibility assessment, commercial modelling and performance measurement.
Operational Baseline
We document current staffing, labour patterns and operating costs.
Use-Case Screening
We identify which tasks are suitable candidates for automation.
Technology Matching
We match use cases to available, proven technology options.
Monthly Cost Modelling
We model the full monthly cost of a technology-enabled operation.
Risk & Deployment Planning
We plan for integration, team impact and service continuity.
Performance Measurement
We define the metrics that confirm the model is delivering.
Illustrative Robotics-Assisted Public-Area Operation
| Current monthly operating cost | Baseline (100%) |
| Robotics-assisted monthly operating cost | ~81% of baseline |
| Potential monthly reduction | ~19% |
Illustrative example only. Results depend on the property, operating model, utilisation and deployment conditions.
How We Work With You
F&B Profit Recovery
A 90-day sprint to lift F&B revenue and margin: covers, average spend, menu engineering, purchasing, waste and labour, measured against an agreed commercial baseline.
Rooms Revenue & Profit Recovery
More revenue from every room and less cost behind it: pricing, channel mix and distribution cost, upselling and upgrades, plus room cleaning productivity, linen and guest supplies, measured against an agreed baseline.
Talk to usHotel Operational Review
Rooms, F&B, engineering and guest experience, with an action plan your team owns.
ExploreHotel Asset Management
Owner-side support for hotel investors and owners: budget and capital plan reviews, operator performance against the management agreement, P&L and KPI reviews, and pre-opening oversight.
Talk to usOperations Optimisation
Feasibility assessment, cost modelling and deployment planning for hotel automation and robotics: independent, vendor-neutral and commercially led.
Hospitality Robotics & Automation
Independent assessment, pilot design and deployment support for hotel groups exploring robotics and automation.
Explore Hospitality Robotics & AutomationSustainability
Sustainability that shows in the P&L.
Less food waste, energy and water usually means lower cost. We build sustainability into our operational and commercial work, guided by ISO 14001 thinking, so results are measured rather than assumed.
Food waste
Food and general waste are among the largest and most recoverable sources of lost margin and avoidable emissions in hotel F&B. Reducing it is usually the fastest responsible win.
Procurement and supply
We review sourcing, specification and supplier relationships to cut waste, packaging and transport impact while protecting quality and cost.
Energy and workflow efficiency
We look at how energy, labour and process combine, and where practical change reduces consumption without reducing service.
Measurement and KPIs
We define baselines and track results against clear indicators, so sustainability outcomes are evidenced rather than assumed.
Proven Results
Selected Project Outcomes
Each engagement is different. The following illustrates the types of outcomes achieved across recent projects. Actual results vary by property and context.
Case study · F&B
4-Star Luxury Resort F&B Performance Improvement, Mediterranean
A 4-star luxury resort with a high food cost of sales and declining guest satisfaction. Multiple venues underperforming against budget. Procurement lacked structure, menus had become overly complex and kitchen productivity was below expectations. A full F&B review covered food, labour, rostering, table set-up and operating items such as linen, as well as revenue, improving profit flow-through. Off-season manning was restructured using a time-and-motion study, with rotas set to guest volumes and agency cover in the low season.
1.75%
Food cost of sales reduction against actual
US$377K
Annualised profit improvement from the full F&B review
36%
Food waste reduction
Case study · Portfolio
City Hotel Portfolio F&B Standardisation
A hotel group with inconsistent F&B performance across six properties. No common reporting framework, inconsistent menus and significant variation in labour productivity. Required a unified operational approach across the portfolio.
6
Properties standardised
2.9%
Labour cost improvement
63% → 89%
Guest satisfaction score
Case study · Sustainability
Sustainability & Operational Performance, European Resort
A European resort required ISO 14001 alignment alongside commercial improvement. Sustainability was managed separately from operations. We integrated it into daily F&B practice, reducing operational costs and supporting compliance readiness.
–24%
Operational waste reduction
78%
Waste diversion rate
–18%
Energy usage reduction
8 countries · Resort hotel group
Two-year F&B programme for a resort group
Two years supporting a resort hotel group with more than 50 hotels across eight countries, from the Mediterranean to North Africa and the Canary Islands. Much of the programme was implemented in the first year, with a strong focus on Spain, where the group's F&B issues were most significant and guest care improved markedly.
- F&B strategy and brand standard menus for breakfast, lunch and dinner
- Training plans and 20 SOPs, including allergen management
- Signature dishes and themed nights
- Guest experience: welcome amenities and drinks
- Self-assessment tools rolled out in 8 countries
Global hotel group · Hotel technology
Operations platform for a global hotel group
We developed and delivered the SSS platform, with templates and data storage, used across 221 hotels of a global hotel group.
- Platform design and development
- Templates for hotel teams
- Central data storage
- In use across 221 hotels
India · Hotel group · Leadership
Executive committee mentoring and coaching
Mentoring and coaching for hotel executive committees, General Managers and F&B leaders across a group of hotels in India, building the capability to run and improve the operation.
- Executive committee coaching
- General Manager mentoring
- F&B leadership development
- Regular performance reviews with the hotel teams
Bucharest · Hotel · Feasibility and concept
Feasibility study and F&B concept for a hotel in Bucharest
A feasibility study and F&B concept for a hotel in Bucharest, from the market and the real competition to the guest, the occasion and the concept itself, including its name.
- Market and competitor review
- Guest segments and occasions
- Concept story and naming
- Commercial feasibility
GCC · Large hotel
Whole F&B operational review
Every F&B area reviewed over four and a half days on property: restaurants, bars, room service, banqueting, the central kitchen and colleague dining.
- Findings for each venue
- Menu size and structure
- Accuracy of online venue information
- Waste separation and kitchen hygiene
- A prioritised action plan owned by the hotel team
London · Luxury hotel
Hotel F&B review with a Michelin-starred chef
A review of every venue, from the chef-led restaurant to bars, private dining and in-room dining. The client's team built the findings into a time-bound plan, and the owners saw positive F&B results for the first time in seven years.
- Concept and positioning against the London competitive set
- Menus, pricing and service flow
- Events, private dining and booking channels
- Labour, rotas and flow-through
- Controls, procurement and leadership structure
What Our Clients Say
“Michael is an absolute expert in the food and beverage industry. He has developed and successfully implemented new standards across our hotels and significantly enhanced the guest experience. Reliable, dedicated and passionate. I highly recommend him and his company.”
Pascal Ruegg
Chief Operating Officer, 4 & 5 Star Hotel Resorts
Results depend on property starting point, market position, purchasing structure, operating model, team capability and implementation quality. Client names are kept confidential.
“Operator first. Consultant second.”
Captivate is led by practitioners with direct hotel operating experience, from General Manager to corporate level. Every assessment is grounded in practical hotel operations, commercial experience and independent judgement.
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Practical analysis for hotel owners and operators, covering hotel performance, cost benchmarks and the commercial case for operational technology.
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