Owner-side hotel asset management · New Delhi · Jaipur
Excelsior reads a hotel from the owner’s chair: the accounts, the agreement, the market and the building. Then we act on what we find, month after month, until the numbers move.
The record
| Property | Result | What drove it |
|---|---|---|
| The Lodhi, New Delhi | 3.5×Revenue 5×RevPAR | Rate, mix and distribution rebuilt, with an operating cadence to hold them. |
| Taj Exotica Resort & Spa, Maldives | 65%GOP margin | Driven by rate, not by cutting the guest’s experience. |
| Campton Place, San Francisco | 1 → 2Michelin stars | The principal brought Chef Srijith Gopinathan to the hotel; the restaurant earned a star, then a second. |
| Restaurants and bars | 67+Concepts | Including Perbacco, Yokoso, MKT, Erawaan, Pickwick, Jade and the Lutyens Deli in Delhi. |
Start with your question
Expertise · Seven practices
An operator-run hotel earns what its owner checks.Accounts, budget, benchmarking, agreements, capital, valuation, hold or sell
Open DVMost of a hotel’s return is fixed before the first brick, in the brief and the area programme.Destination, concept, feasibility, design, FF&E, operator selection, pre-opening
Open RMRate is decided by the forecast. A weak forecast makes every price a guess.Forecasting, pricing, controls, overbooking, groups, distribution, VASREV
Open HOService is repeatable only when it is written down, trained and inspected.Guest journey, service design, SOPs, department heads, the GM’s rhythm, POMEC
Open QAAn audit that nobody acts on is a cost. Corrective action is the product.Brand standards, LQA and SLH benchmarks, audits, mystery guest, fire and life safety
Open FBA restaurant makes money on contribution per seat hour, not on food cost percentage.Concepts, design, menu engineering, recipes, kitchen and BOH, restaurant revenue
Open CAThe hotel careers that compound are planned five years at a time.Hotel school, the first five years, department head to GM, the move to ownership work
OpenSignature tools
Enter net operating income, cap rate, keys and debt. See value by income, price per key, loan-to-value and debt cover, with the sensitivity to the cap rate.
Open the tool →Next step: a full valuation report.
Test what the operator earns against what reaches you, and whether new revenue is turning into profit at the rate it should.
Open the tool →Next step: the Owner’s Review.
Fill our USALI summary template with twelve months of figures and drop it on the page. Key ratios against the range for your tier, red flags ranked by money at stake, and a one-page reading.
Analysed in your browser. Nothing is uploaded.
Stuck inside a tool or a workbook? Ask. Answers draw only on Excelsior’s published doctrine and name the chapter they come from. Harder questions go to the principal.
Ask a question →Next step: a paid Desk session.
Selected work
Revenue up 3.5 times and RevPAR five times, on a codified commercial discipline.
A 65 percent GOP margin, driven by rate.
Commercial engine rebuilt after 2020, five new F&B concepts, and the redevelopment master plan.
Four kitchens and a bar under one roof, planned as one business.
From the library
Management, lease, franchise and hybrid agreements, and the clauses that hold the owner’s power.
Read →Base fee, incentive fee and the owner’s priority, and how the stack moves with performance.
Read →Segments, sources and the mix that sets a hotel’s rate.
Read →The Lounge
Cultivated leisure. The other room of the house, for cuisine and wine, travel, design and the long essays. Lights low, read slowly.
Enter the Lounge →
Principal
Vikram Aditya Singh is a third-generation hotelier with 28 years in luxury hotels. He was born at The Oberoi Grand in Calcutta, where his father was an Oberoi manager, and grew up in Oberoi hotels in Kathmandu, Zanzibar, Udaipur, Khajuraho, Delhi, Baghdad, Cairo and Singapore.
He trained at Les Roches in Switzerland and learnt the trade the traditional way, as a stagiaire at The Dolder Grand in Zurich, Badrutt’s Palace in St. Moritz and the Hôtel de Paris in Monte-Carlo.
He spent his first years with Four Seasons in North America, then returned to India with The Leela in Mumbai, The Oberoi Udaivilas and the Taj palaces. He went on to run Taj Exotica in the Maldives and Campton Place in San Francisco, and to hold senior roles with The Datai Langkawi, Alila, The Lodhi in New Delhi and the Claridges Collection.
The full biography →Contact
Tell us the hotel, the question and the date by which you need an answer. Accounts are read only under a signed non-disclosure agreement.