Industries
We work where our leaders spent their careers.
Nine connected industries, one economy. We work across them because our clients already do.
01Industry
Tourism
Visitor economies are coalitions of organizations that do not report to each other. Strategy has to account for that.
Market context
Visitor economies have recovered unevenly. Demand has returned to the strong destinations and not to the rest, public funding is tied harder to demonstrable economic impact, and the organizations that steward a destination control very little of what a visitor actually experiences.
Common challenges
- A destination strategy is due
- A major event or account is in play
- Public funding requires a defensible case
How we help
- Destination and visitor economy strategy
- Market entry and route development
- Stakeholder alignment and governance
- Economic impact cases for public funding
Example project types
- Destination strategy refresh
- Major event or account bid
- Visitor economy impact case
02Industry
Hospitality
Our leaders built their careers on the operating side. We start from what the property can actually deliver on a full Saturday.
Market context
Labor cost and availability now set the ceiling on service, not ambition. Owners are investing in repositioning while the operating model that has to deliver it is often ten years behind the brief.
Common challenges
- Guest scores are flat despite investment
- A property is repositioning
- The group is entering an unfamiliar market
How we help
- Guest experience strategy and operating model
- Commercial and revenue architecture
- Repositioning and asset performance
- Market entry for operators and groups
Example project types
- Guest experience and operating model review
- Market entry assessment
- Commercial and revenue architecture
03Industry
Sports & Entertainment
Rights holders who understand what sponsors are actually buying command better terms and longer agreements.
Market context
Sponsorship money has not left the category, but it has moved out of marketing budgets and into commercial ones. Buyers are asked to prove the return internally, and rights holders who cannot help them do that are renegotiating from zero every cycle.
Common challenges
- Renewals are getting harder
- A new property needs a commercial model
- Sponsors are asking for proof of value
How we help
- Sponsorship strategy and rights valuation
- Commercial model and category architecture
- Partnership development and renewals
- Fractional commercial leadership
Example project types
- Rights valuation and category architecture
- Sponsorship renewal program
- Fractional commercial leadership
04Industry
Venue Management
We have run venues and sat on both sides of a management RFP. That is an unusual combination and it matters in this work.
Market context
A generation of management agreements is reaching expiry at once, in front of boards and public bodies who have never run a competitive process of this size and cannot afford to get it wrong in public.
Common challenges
- A management agreement is approaching expiry
- The board must run a process it has never run
- Venue commercial performance has plateaued
How we help
- Management agreement strategy and RFP process
- Operator selection and evaluation design
- Commercial performance and F&B agreements
- Interim and fractional venue leadership
Example project types
- Management agreement RFP
- Operator selection and evaluation design
- Interim venue leadership
05Industry
Food & Beverage
Food and beverage is where hospitality economics are won or lost, and it is rarely managed as a business.
Market context
Food and beverage carries a disproportionate share of hospitality's cost and complexity, and is still frequently managed as a service rather than a business. Margin is thin, labor is scarce, and the venue channel operates on economics most restaurant groups have never modelled.
Common challenges
- Margin is falling and the cause is unclear
- A venue is tendering its F&B agreements
- A concept works in one site and fails in the next
How we help
- Commercial and P&L assessment
- Concept and format economics
- Venue and concession partnership strategy
- Procurement, supply, and labor model
Example project types
- F&B commercial and P&L assessment
- Venue partnership strategy
- Concession and lease structuring
06Industry
Destination Organizations
A destination organization controls a budget, a brand, and a convening role. Strategy that forgets this produces plans nobody adopts.
Market context
Destination organizations are being asked for a sharper economic case by their funders and for a wider coalition by their stakeholders, at the same time. The two pull in opposite directions.
Common challenges
- The last strategy was never implemented
- Stakeholders disagree about what the destination is for
- A bid must be won and the coalition must hold
How we help
- Destination strategy and positioning
- Stakeholder mapping and alignment
- Bid and event strategy
- Governance and implementation models
Example project types
- Stakeholder alignment process
- Bid strategy and coalition building
- Governance and implementation model
07Industry
Luxury & Premium Experiences
At the premium end, the details are the product. They are also an operating discipline, not a design choice.
Market context
At the premium end the gap between the price point and the delivered experience has widened. Guests notice immediately, and the correction is operational rather than aesthetic.
Common challenges
- The experience does not match the price point
- Service is inconsistent across sites or seasons
- A premium program needs designing from scratch
How we help
- Premium guest experience strategy
- Service standards and delivery framework
- Curated executive and VIP programs
- Positioning and price point alignment
Example project types
- Premium service standards framework
- Curated executive program design
- Positioning and price point review
08Industry
Brand Partnerships
Brands invest heavily in hospitality and sponsorship, and rarely know which relationships it advanced.
Market context
Brands continue to invest heavily in sponsorship and hospitality, and increasingly cannot say which relationships the spend advanced. Finance directors have started asking, and the answer decides the budget.
Common challenges
- Hospitality spend cannot be defended internally
- The right people attend and nothing follows
- A brand needs executives it cannot reach through sales
How we help
- Partnership and sponsorship strategy
- Relationship mapping and executive access
- Curated executive experiences
- Measurement and internal justification
Example project types
- Partnership strategy and target list
- Executive hospitality program
- Relationship measurement model
09Industry
Business Development
Pipelines fail for structural reasons more often than effort reasons. We find the structure first.
Market context
Pipelines are longer and shortlists are shorter. Bids reach the final round and stop there, and the reason is usually structural: the wrong relationships, or the wrong problem answered.
Common challenges
- The pipeline is a list of names
- A commercial leader has left
- Bids are reaching the shortlist and stopping there
How we help
- Commercial strategy and pipeline discipline
- Fractional commercial leadership
- Partnership and channel development
- Bid, tender, and proposal support
Example project types
- Pipeline and pursuit discipline
- Fractional commercial leadership
- Bid and proposal support
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