Services
Your guests ask the same questions at midnight that they ask at midday, and someone has to answer. Your best people spend hours moving the same details from one screen to another. The reviews tell you what went wrong weeks after you could have fixed it. You can feel that the property could respond better to what guests actually want — you simply cannot see where the hours would come from.
I spend time inside your operation until I can see the week the way you do. Then I look for two things: the work your people do that should not need a person, and the signals your guests are giving that nobody currently hears.
Then I build the systems that deal with both, quietly. Your team keeps working the way they already work; the software bends around them.
Most of what is sold as artificial intelligence for hotels is a chat widget bolted onto a booking page. The useful version is quieter: software that has read your own documents — your rates, your policies, your restaurant hours — and answers from them, accurately, so a guest at midnight gets the same answer your best receptionist would give at midday. The same approach turns years of stay records into something you can act on: who is likely to return, and what would bring them back sooner.
I have built exactly this kind of system at scale. For one of Britain's best-known retailers I took a question-answering assistant from the first line of code to daily use by hundreds of staff — nine in ten of them within the first week — with strict controls on personal information. A hotel's questions are different; the machinery that answers them accurately is not.
Only if it solves a problem you actually have. The better questions: which hours do your people lose to work that should not need them, and what are guests telling you that nobody hears? If you recognise those, the idea is worth assessing. If not, nobody should be selling you a system.
Your booking system records what happened; this work responds to what is happening. Guests get answers straight away, in their own language, at any hour. Details stop being retyped between screens. And you find out which guests are likely to come back, and what would bring them.
From €9,500, as a fixed fee. The feasibility assessment takes three to four weeks and ends in a written verdict. If the honest answer is that your hotel does not need this, that is the verdict you get.
No. I design around the way your teams already work, build the system myself, and stay until it runs in an ordinary week. If you have a team, I work alongside them and hand over cleanly.
Owners sometimes expect the first project to be dramatic. It rarely is. The strongest first candidates are quiet and specific: the questions your guests ask before they arrive, answered instantly and accurately at any hour; the reviews and messages scattered across a dozen sites, gathered and read every morning so problems reach you in days rather than weeks; the guest who stayed three times in two years, noticed before their next booking window closes rather than after.
Each of those is small enough to prove itself in a season and valuable enough to pay for the next one. That is deliberate. A hotel does not need a grand transformation programme; it needs one thing that works, then another. The feasibility assessment exists to pick that first thing honestly — including telling you if, for your property, there is no first thing worth the money yet.
Not with a build. With the feasibility assessment: a fixed piece of work, from €9,500, that tells you whether the thing you suspect is possible actually is.
When the verdict is build, you keep the same pair of hands. I design and build the system myself and stay until it works in your ordinary week.
If you would rather begin with a conversation, begin there.
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