Design and build: plans for hotels, Clubhouses and racket clubs, reviewed before construction
Design and build, reviewed before construction.
Operational Design & Development Advisory™
Operational Design & Development Advisory™
Many operating problems are born on the plan: a kitchen in the wrong place, storage that is too small, a Clubhouse designed to impress rather than to work. By the time the asset opens, the cost is already built in. We bring operating experience in while the design can still change. We work alongside architects and project managers, never in their place.
Review the plans
Clubhouse, hotel and court plans read before construction by people who have run them.
Draw the flows
Member, guest, staff, buggy and supplier routes marked on the plan.
Check the back of house
Kitchen, storage, laundry and service areas sized for the real operation.
Give every space its numbers
The staff each space needs, the income it must earn and the running cost it will carry.
Prepare the opening
A pre‑opening plan covering hiring, training, suppliers and systems.
Scope can include
- Masterplan operational review
- Concept and schematic design review
- Hotel, Clubhouse and back-of-house review
- Racket club and academy planning
- Food and beverage flow review
- CAPEX prioritisation
- Pre‑opening roadmap
- Architect and designer coordination
Typical deliverables
- Operational brief for the design team
- Operational design review
- Flow plan for guests, staff and suppliers
- Staffing and revenue by space
- CAPEX priority list
- Pre‑opening roadmap
When clients call us
- When developing a new club, resort or sports facility
- Before a Clubhouse or racket club goes to detailed design
- Before a significant CAPEX programme
- When an opening must be operational, not only physical
Start with one defined piece of work
Most engagements begin with one defined piece of work, with its scope and fee agreed in advance. The deliverable is an Owner Decision Report, written for the owner, the board or the investment committee that has to act on it.
- The question, in one sentence
- What is happening in the asset, and why
- What it means for the owner
- Options and their consequences
- Recommendation and next steps, with names and dates
- Main risks, and the information still missing
To prepare it we ask for the essentials: type of asset and its uses, two years of revenue and costs by business line, CAPEX completed and planned, the management model and what has already been agreed.