Sponsor and Stakeholders
| Sponsor | Bani Haddad, Founder and Managing Director |
| Stakeholders | Jad Shamseddin, COO · Neil George, Partner and Co‑CEO · point of contact for the early stage Bani, with a working group to follow (Jad, Rohit Narang, and Satish) · the General Managers (GMs) of the pilot properties, in discovery interviews and at walkthrough stage · hotel owners, indirectly, as the audience of the review |
| Delivery | Nitin Thariyan, Caroline Hardman, Pavin Soney, and Ritta Sachin, Deep Hospitality |
Goal Statement
To make each property’s monthly Business Review Meeting (BRM) insightful and accurate before it reaches the owner: a narrative that explains the numbers rather than reciting them, anomalies caught before anything leaves Aleph, and corporate review time cut against the baseline measured in week one. Proven across the July set by 31/07/26, then business as usual from August.
The test of a good review, agreed in the room on 8 July: the owner reads it and does not need a call to ask questions. Content and insight first, accuracy second, time saved third.
In Scope
- The July set: the six review packs Bani has provided, four single properties (Best Western Premier Westlands, Michlifen Resort and Golf, Onomo Dar Es Salaam, Zaria Court Kigali) and two regional consolidations (the Morocco ONOMO cluster and the Southern Africa cluster), eleven hotels in all. One property first to prove the pattern, then the set
- Review depth set by the portfolio banding: Aleph shares the bands and criteria, we propose the treatment per band and the room chooses from the options
- Owner groupings respected: where an owner receives several hotels, one consolidated review
- Two layers of output: the owner‑facing review, plus internal backup notes for corporate and the RVPs
- Packs read exactly as they arrive today; no change to property inputs
- Outliers flagged against budget, last year, and forecast
- Questions drafted into the draft box; final review and send by Bani in the early stage, then the working group (Jad, Rohit, and Satish), always a person
- Corporate users only: Bani, Jad, Neil, and the working group (Rohit and Satish); GMs later, after sign‑off
- Continuity: the previous month's review and the commitments made in it read as inputs, so each review starts with what was promised (agreed with Jad)
- Phase 2, same module: per‑hotel reports and a portfolio heat map, built from the standard monthly uploads once those are defined
Out of Scope
- Any change to how properties prepare or submit their packs
- GM, owner, or property‑level access; wider roles come only after corporate sign‑off
- Anything sent automatically; nothing leaves the building without a person approving it
- All other modules: SOP library, intranet, owner‑pitch bot, and the Letter of Intent (LOI) to Hotel Management Agreement (HMA) review
Measure of Success
Every pack in the July set is processed end to end. The owner receives an accurate, insight‑led review that needs no follow‑up call, no error reaches the owner, and it passes the sniff test: Bani or Jad would send it as written or with light edits.
Risks
- Pack formats vary across Hilton, Marriott, IHG, and Wyndham reporting standards, and some owners have asked for their own modifications; discovery confirms the variance before the build widens
- BRM data is owners' data under HMA confidentiality; the build is contained by default, on paid accounts with training switched off
- Fairmas, the business intelligence platform, covers about half the portfolio today and feeds the profit and loss (P&L) statement automatically; the ONOMO half is expected to move before year end. Guest satisfaction sits across Medallia and TrustYou. We map these feeds with Rohit and Satish rather than assume uniformity
- Principals travel over the coming weeks; discovery leans on GM interviews across the portfolio and written readbacks rather than standing meetings
Change control. This charter is baselined and closed. New ideas go to the shared backlog, visible to all. Nothing joins the build in motion; any change to this scope is logged in the change log and re-agreed by the sponsor before it takes effect. The baseline and target time are measured in week one and tracked live on the programme dashboard.