Services
Ten ways owners, boards, and executives bring us in
Each is a distinct piece of work — its own buyer, its own problem, its own end.
THE Partners Group is senior advisory for tourism, hospitality, entertainment, sports, venues, destinations, and food and beverage, across three pillars: strategy, partnerships, and experiences. Ten capabilities, delivered by experienced operators rather than career consultants.
01Pillar
Strategy
Strategy & Growth Advisory
We help owners, boards, and CEOs decide where the business goes next, and what it will take to get there. Not a strategy document. A decision you can act on.
Read more 02Fractional Executive Leadership
Sometimes the work does not need advice. It needs someone to hold the role. We step in as the executive, part-time, with accountability for the outcome and a plan to hand it back.
Read more 03RFP & Proposal Support
We help owners prepare for complex RFPs, and we help operators win them. Having done both, we know where these processes go wrong.
Read more 04Tourism, Destination & Market Strategy
Destinations are not organizations. They are coalitions. We help leaders build strategy that the stakeholders will actually carry out.
Read more 05Special Projects & Interim Leadership
Some work does not belong to anyone. It is too important to delegate, too temporary to hire for, and too complex to add to an executive who is already full. We take it.
Read more02Pillar
Partnerships
Partnership Development
We help venues, destinations, and brands build the partnerships their growth depends on, and structure them so they last beyond the people who signed them.
Read more 07Sponsorship & Revenue Growth
We help rights holders understand what they are actually selling, price it properly, and sell it to the people who will renew.
Read more03Pillar
Experiences
Hospitality & Guest Experience Strategy
Guest experience is an operating problem before it is a design problem. We work on both, in that order.
Read more 09Food & Beverage Commercial Strategy
Food and beverage is where hospitality economics are won or lost. We work on the commercial model, not the menu.
Read more 10Curated Executive Experiences
The relationships that decide large commercial outcomes are rarely built in meetings. We design the settings where they are built, and make them accountable to the business.
Read moreNot sure which one you need?
Most aren't, at first. Describe it in plain terms and we will help you frame it.
How engagements work
Five ways to work with us.
The right structure depends on whether the work needs to be advised, led, or owned.
A standing relationship with a defined scope. We stay close enough to the business to be useful quickly, and far enough outside it to say what an employee cannot. Most retainers settle into a monthly rhythm of working sessions, review of live decisions, and access between them.
- Board and owner decisions
- Growth planning
- Sounding board for the CEO
We take the seat. Commercial, partnership, or venue leadership held by an experienced operator for an agreed number of days each month, with real accountability for the outcome. The role is scoped to end, and we build the internal capability to replace it.
- Between permanent hires
- Function too small for a full-time exec
- Capability you intend to build
Scoped, priced, and delivered against a date. A market entry assessment, a partnership strategy, a guest experience review, a commercial plan for a venue. You get the work, the reasoning behind it, and a practical recommendation you can act on.
- A decision to be made
- A plan the board must approve
- Work with a deadline
We have sat on both sides of the table. On the issuing side we help define what you are actually buying and how to evaluate it. On the responding side we shape the strategy, the story, and the submission. Either way the work runs to the submission date.
- Venue management RFPs
- Destination and event bids
- Operator selection
Senior leadership on site while you run a search, complete a transaction, or stabilize an operation. We hold the role, keep the organization moving, and hand over cleanly with the knowledge transferred.
- Leadership transition
- Operational stabilization
- Post-transaction integration
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