G&A is a founder-led advisory practice by Dutch-hotelier Raoul Gransier based in Vienna, operating across Europe and selected international markets.
Combining General Management, portfolio leadership, and advisory experience, engagements are typically positioned at the interface between ownership, operators, brands, and lenders.
Focus is placed on managing expectations — clarifying decision rights, accountability, and information flows — as the foundation for sustainable operational performance.
Much hotel underperformance is not caused by a lack of capital or effort.
It is caused by misalignment between investors, lenders, brands, and operators.
Advisory, oversight, and execution are never mixed implicitly.
Each mandate is clearly defined to ensure role clarity, governance integrity, and alignment between stakeholders. This avoids the common failure point where blurred responsibilities lead to operational underperformance.
G&A supports hotel owners, investors, and lenders in situations where performance, governance, or leadership alignment require immediate correction and execution clarity.
Operational & Commercial Reality Check
Rapid assessment of performance, commercial strategy, and cost structure against business plan
Owner-Side Alignment & Governance Reset
Clarification of roles, decision rights, and reporting across owner, operator, and commercial functions
Interim Executive Stabilisation
Short-term leadership in transition, pre-opening, or underperformance situations
Engagement is typically initiated when:
Performance below EBITDA expectations
Pre- or post-transaction uncertainty
Misalignment between owner, operator, and brand
Pre-opening, repositioning, or recovery phase
Specialist associates engaged where required under defined scope
Ensures senior-level execution, consistency, and delivery control
Disclaimer: Projects have been contracted directly between G&A and its clients served or subcontracted through EBRD™, Horwath HTL™, HDC or Cushman & Wakefield™.
Repositioned a luxury hotel asset to a restaurant-led concept (“restaurant with rooms”)
Shifted demand from OTA/transient to local upscale F&B-driven segmentation
Delivered >7x GOP growth through business model reset and revenue mix change
Led assignments across diverse asset classes: hotels, resorts, F&B, mixed-use
Delivered in complex ownership structures (private, institutional, donor-funded)
Strong exposure to emerging markets, transition economies, and cross-border operations
Implemented USALI reporting and departmental accountability framework
Delivered menu engineering, cost control, and margin discipline in F&B
Repositioned F&B as core profit driver, improving overall asset performance
G&A partners with Fairmas™ to implement Business Intelligence based on the Uniform System of Accounts for the Lodging Industry (USALI©).
Fairmas™: Better Planning. Greater Success.
