Your performance report is written in RevPAR, whether or not you write it
The appraiser valuing the property, the credit analyst renewing the mortgage and the flag scoring the franchise all describe your hotel in per-available-room language, so internal reporting in any other language is a translation problem you pay for at every renewal. We build the monthly pack from the PMS audit data and the general ledger together, each metric paired with the lever it actually answers to.
| Metric | What it answers, and the lever behind it |
|---|---|
| ADR | What a sold room earns. The lever is rate discipline and mix, corporate, walk-in and OTA business at their own prices. |
| Occupancy | How much of the asset worked last night. The lever is channel mix and midweek demand, not weekend peaks that sell themselves. |
| RevPAR | ADR and occupancy in one figure, the number in every appraisal and lender review. It moves only when a lever below it moves. |
| GOPPAR | Whether operations convert revenue into profit per available room, catching cost drift that RevPAR growth can hide. |
| CPOR | What servicing one occupied room costs in housekeeping, laundry and utilities, the discipline number for the largest controllable spend. |
Raising ADR and holding occupancy is a different business than discounting to fill rooms, and the pack makes visible which one you are actually running. Channel cost belongs in the same view: a direct booking and an OTA booking at the same rate are not the same revenue once commission comes out, so channel mix is a margin lever, not a marketing preference. Where the property subscribes to a market benchmarking report, we read your RevPAR beside the competitive set's, because holding rate in a falling market and losing share in a rising one call for opposite moves.
The flag is a supplier; measure it like one
Royalties, marketing fees and reservation fees come off the top line every month, which makes the franchise one of your largest suppliers, and the only one most owners never evaluate. We put the flag on a scorecard: what the brand's reservation system actually delivers in room nights against its all-in cost, read honestly beside what direct and OTA channels produce. The scorecard matters most at renewal, because renewal is when the property improvement plan arrives, a capital demand on the franchisor's timetable, not yours. A PIP funded from a reserve built over years is a negotiation; a PIP met with emergency borrowing is a surrender. We size the demand early, from the brand standards you already know are coming, and put the funding on a schedule.
An FF&E reserve that is an account, not a promise
Lenders and franchise agreements routinely require a percentage of room revenue set aside for furniture, fixtures and equipment, and in struggling properties that reserve exists only as a clause. We make it a funded account: a monthly transfer sized to the agreement, a refresh calendar that recognizes soft goods wear out faster than case goods, and a spending plan that lines the reserve up with the next PIP so the same dollar is never promised twice. When the flag inspection or the lender's annual review asks whether the reserve is real, the bank statement answers.
Debt is the other half of the business
Most hotels carry more debt than any other business their size, so covenant math is operating math. We track the debt service coverage ratio quarterly, from the same pack the lender will read, and flag a tightening trend while there is still a season left to fix it. Seasonality gets the same forward treatment: a GTA property that banks its summer has to budget the winter into it deliberately, with the reserve transfers and the mortgage payments modelled through the trough. Read together, the pack becomes an early-warning system: midweek occupancy sliding two months running, CPOR creeping while rate holds, a coverage ratio drifting toward its floor, each shows up in the numbers a full season before it shows up in the bank balance. When the move is bigger, refinancing the property, funding a renovation, adding rooms, our Fractional CFO engagement builds the lender case, with compilation or review statements where the bank requires them and Business Financing Advisory through the application. Walla Assaf spent years on the banking side before founding Tauro, which is why the file reads like it was written for the person approving it. Cadence and scope are set in a written quote after a free 15-minute discovery call.
