Onboarding Audit Summary
Bottom line
The property is well run on guest experience and systems. The biggest near-term gains are in labor scheduling and weekend rate, together worth an estimated one to two points of GOP margin within 90 days if the plan below is followed.
Scorecard
| Area | Status | What we found |
|---|---|---|
| Revenue and market share | Watch | RevPAR index 94 for the trailing 3 months; weekend rate trails the comp set while weekday share is healthy. |
| Labor and payroll | Act now | Labor at 29.8% of revenue against a 28% budget. Housekeeping hours run above standard on low-occupancy weekdays. |
| Guest experience | On track | Review score up two months running. Response time to online reviews is under 48 hours. |
| Brand standards readiness | Watch | Next brand inspection in about four months. Three lobby and fitness-room items would likely be cited today. |
| Maintenance and capital | Watch | Preventive maintenance logs are incomplete. Two guestroom PTAC units are past expected life. |
| Sales and distribution | Watch | No dedicated seller. Local corporate accounts are not being called on; OTA share is rising. |
| Systems and tech stack | On track | PMS, revenue tool and payroll system are adequate. One overlapping software subscription can be cancelled. |
| People and hiring | Act now | Front desk position open 31 days. No structured interview guide in use. |
Baseline and 90-day targets
| Measure | Baseline | 90-day target | Note |
|---|---|---|---|
| Occupancy | 71.4% | 73.0% | Trailing 3 months |
| ADR | $118 | $122 | Close the weekend gap to the comp set |
| RevPAR index (RGI) | 94 | 100 | Fair share of market revenue |
| Labor, % of revenue | 29.8% | 28.0% | Budget level |
| Housekeeping CPOR | $31.40 | $28.50 | Cost per occupied room |
| GOP margin | 38.2% | 40.0% | Gross operating profit |
| Review score | 8.4 / 10 | 8.6 / 10 | Weighted across sites |
| Open positions | 1 | 0 | Front desk |
First 90 days: five priorities
| Priority | Owner | When | Moves |
|---|---|---|---|
| 1. Reset housekeeping scheduling to forecast occupancy | GM, executive housekeeper | Week 2 | About 1.5 points of labor cost |
| 2. Fill the front desk role using a structured interview guide | GM | Week 3 | Coverage and overtime |
| 3. Test Friday and Saturday rate increases against the comp set | GM, revenue | Weeks 2 to 6 | Weekend ADR |
| 4. Fix the three likely brand-inspection items | GM, maintenance | Month 2 | Inspection score |
| 5. Start a preventive maintenance log and price PTAC replacements | Maintenance | Month 2 | Capital planning |
Your operating cadence
WeeklyOperations call with the GM, Tuesdays
MonthlyRevenue and P&L review; owner report by the 10th
QuarterlyThree days on site; brand-standards walk
Always onProperty dashboard and portal history
Sample deliverable with illustrative numbers for a fictional property. Actual findings, targets and cadence are set with each owner during onboarding. Big Tex advises and oversees; the owner and the property team keep operational control.