Advisor on Hospitality Acquisition Operating Diligence
Switzerland·Tourism, Hospitality & Entertainment·Luxury hospitality· Geneva·Posted 6 August 2026
Applications close 7 November 2026
Luxury hospitality organisation in Switzerland
The problem this seat exists to solve
The advisor will provide operating and commercial diligence for a hospitality investment under consideration. The engagement will assess the quality of current performance, the credibility of improvement assumptions and the management capability required after completion. It is independent advice to decision-makers and does not include valuation certification, transaction negotiation or an operating appointment.
The advisory boundary
The client retains all investment decisions. The advisor must disclose relevant relationships and work through agreed access and confidentiality arrangements. No assurance should be implied beyond the evidence actually reviewed.
Success is a decision-maker who understands what must be true for the investment to work and what it will take to operate the asset credibly. The final report should support a practical transition plan if the investment proceeds, rather than end with a list of observations disconnected from management action.
Where to look beyond reported results
Examine demand composition, service reputation, staffing, asset condition and the sustainability of cost levels. Identify performance supported by deferred maintenance, unusual commercial arrangements or exceptional management effort. Review the relationship between guest expectations and the resources required to meet them.
Assess the operating assumptions behind the investment thesis. If improvement depends on repositioning, new channels or additional services, determine what must change in capability and process. Consider the risks of leadership departures and the extent to which important knowledge or relationships are undocumented.
Findings that matter to the decision
Present the principal operating risks, opportunities and evidence gaps, with clear distinctions between observed facts and assumptions. Develop realistic scenarios for transition and early ownership, including the cost of stabilising service before pursuing growth. Identify matters requiring technical, legal, financial or other specialist diligence.
The advisor should challenge unsupported optimism without assuming every weakness is a reason to withdraw. Recommendations must explain which issues are manageable, which affect the investment rationale and which cannot be assessed reliably from available information.
Experience required
Candidates should have senior hospitality operating experience and a record of contributing to investment or acquisition assessments. They must explain an instance where operating evidence materially changed a transaction view or post-acquisition plan. Strong candidates understand both guest delivery and the economics of ownership.
Terms
- Where the board sits
- Geneva, Switzerland
- Applications close
- 7 November 2026
- Appointment
- Advisory engagement
- Compensation
- CHF 1,400–2,200 per day (indicative advisory day rate)
Before you apply — an advisory engagement
No office of director, and no appointment formalities.
An advisory engagement creates no directorship in Switzerland. There is no registry filing, no regulator pre-approval, no residency arithmetic and no statutory director liability — which is why it is so often the right first step into a market you do not yet know.
- On this brief
- Independence
- Where the engagement specifies independence from any search that follows, that is a requirement of the engagement rather than a courtesy — an adviser to a board is not a candidate for it.
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