Welcome to part 3 of 3 in our article series about how Legacy develops our hotels. In this final part, we’re taking a look at how we set up the project, and the team, for the long term. By thoughtfully managing the transition from construction to full operation, we’re confirming that each hotel is positioned to thrive from the outset and grow sustainably in its market.

We completed part 2 by looking at leadership onboarding generally and we begin here by adding further details about the timelines around hiring and onboarding along with other operational aspects.

The Home Stretch

During this period of time, a number of key tasks need to be accomplished.

Leadership positions need to be hired and onboarded in advance of opening:

• General Manager – 120 days
• Building Engineer – 90 days
• Housekeeping Supervisor – 30 days

Revenue Management:

• Ensuring property rates, room types, discount percentages, special events, and restrictions are properly loaded.
• Setting presell dates
  • Based on onsite inspections and the completion timeline, the brand will select a date to allow the hotel to begin selling rooms once a projected opening date is set. This date may be moved up as the hotel gets closer to opening.

Sales and Marketing:

• Ensuring all hotel content is accurately loaded to the brand website with stock photos. All this content will flow out to the brand’s booking site, plus all third-party booking sites.

Action Step for You: Prepare your hotel for success by developing a launch plan that integrates staffing, marketing, and systems. This ensures a strong start and sustainable growth.

Getting All the Pieces in Place

In addition to these key operations-related tasks, hotel leadership begins to think about that first guest and getting the hotel prepared for them. Together with the hotel’s General Contractor (GC), the leadership team will create an organized hotel punch list of repairs with all areas of accountability clearly noted. As items are completed, they need to be inspected and checked off.

At the same time, in collaboration with the GC, the schedule for delivery of furniture, fixtures and hotel operational supplies needs to be established. The process for receiving these items is critical and includes:

• Detailing the responsibility that the GC has in terms of receiving, inspecting, storing, and installing the hotel’s furniture and fixtures.
• Establishing a strong channel of communication between the team at the hotel and accounting.
• Documenting damages or missing goods at the time of delivery.
• Contracting a reputable installation company to assemble and install all of the hotel’s furniture and fixtures.
  

A secure construction site is ALWAYS a priority, but when the building has taken full shape and expensive furnishings, finishings, and supplies are present, nightly door locking procedures are essential. Security is hired by the GC to watch the building and its contents from dusk to dawn and is provided with the numbers for hotel representatives in case of any incidents, from suspicious activity all the way to potential water leaks. Part of the security process is ensuring the local police department is informed of the current state of the hotel’s development.

Simultaneously, close and timely communication with the brand’s opening manager is essential. Their feedback about action items that need to be completed before opening is critical, so they are regularly invited to visit the hotel construction site. Establishing a collaborative relationship with the brand’s opening manager makes navigating any remaining minor brand-related requirements easier, leading to an opening that is timely and goes smoothly. This also applies to the post-opening brand checklist that needs to be completed within thirty days.

Action Step for You: Work closely with your GC and leadership team to finalize the punch list, manage deliveries, and maintain building security to ensure the hotel is truly guest-ready.

Smart Ramp-Up

In the 4 to 6 weeks before opening, the team mindset fully shifts from “construction site” mode to “brand-new hotel” mode. At this juncture, attention is given to both the interior and exterior of the hotel. We are now VERY focused on keeping the building clean, maintaining the new landscaping, servicing the pool, ensuring all equipment is operational, exterior hotel signage installed, exterior lights properly working, and clean rooms need to be off access. Essentially, all normal hotel procedures need to be in place.

The hotel General Manager, Revenue Manager and Sales Manager need to be familiar with the hotel’s budget, start staff scheduling and release team members who are not the correct fit. Post opening, priorities are:

• Timely completion of the construction punch;
• Ensuring all damaged and missing FF&E and equipment is replaced or repaired;
• And, transitioning from your brand construction manager to your brand franchise support manager which is important in helping utilize all brand resources.

Hotels generally open up slow and have a ramp-up period. Smart ramp-up is about ensuring that a newly opened hotel hits the ground running, both operationally and strategically. By aligning our leadership, staffing, and marketing plans early in the process, we build momentum toward a successful launch.

Action Step for You: Implement full hotel procedures, finalize staffing, and prepare post-opening follow-through so your hotel opens smoothly and ramps up effectively.

Read the entire guide! Find part 1 by clicking here and part 2 by clicking here.