Frequently asked questions

A brand management contract sells you the brand's name, standards and distribution, and the brand usually runs the hotel too. Third-party management is different: an independent operator runs the hotel for the owner.At ProMiller, we take full operating control, under your own name or a brand. Any brand is your choice, and we run the hotel under it. The difference is who answers for the numbers: we do.

Once ProMiller takes over a hotel, we run it with full autonomy and take the entire operating burden off the owner. We focus on hotels going through serious operating or financial challenges, where a structured turnaround can make a real difference, rather than routine assignments. Before deciding, we encourage owners to do their own research, and we will gladly connect you with owners of the hotels we manage today for references.

No. Under third-party management the owner hands the hotel to us and we run it. The owner does not co-manage any department, sit in on daily decisions or give instructions to the hotel team. Owners who want to run a hotel together with an operator should choose a different company. What the owner gets from us is full visibility and a regular review of the business, which we cover below.

We do. ProMiller recruits, appoints and, when needed, replaces the General Manager and the senior team. The owner does not approve, interview or veto these appointments. The General Manager reports to ProMiller.

No, the budget is not an owner sign-off. We prepare the annual budget and business plan and present it to the owner before the financial year begins. We discuss it with the owner and take their views into account.

No. Staffing levels, hiring, training, transfers and exits are our decisions, and so is the choice of vendors and suppliers. Hotel staff are usually on the hotel's payroll, but who joins, moves or leaves is decided by us. If the owner has a concern about a person or a vendor, they raise it with us, we look into it properly, and the decision stays with us.

We do. Pricing, revenue management, distribution, sales and day-to-day payments run on our systems and financial controls. Hotel revenue is kept in dedicated hotel accounts and pays for the hotel first: taxes, salaries, utilities and suppliers come before anything else. The owner's surplus is paid out after that.

The owner owns and funds the asset. That covers working capital, capital spending, licences and insurance. Capital projects, and any change that adds materially to the owner's costs, need the owner's approval. If the hotel takes a brand or franchise, we recommend and negotiate, and the owner makes the final choice of brand.

Daily reports, monthly profit and loss statements and MIS, and a monthly review of the business with us. The owner can visit the hotel, look at the books with notice and appoint an independent chartered accountant to audit them. The owner can make recommendations at any time, and we consider every reasonable one in good faith. Being heard is part of the arrangement. Running the hotel is not.

No. We run hotels under the owner's own name, as independent hotel management without a franchise, or under a brand if the owner chooses one. Where a brand is wanted, we recommend options and negotiate the franchise, and the owner decides.

We are a hotel management company. We take full charge of the hotels we run, and where another company operates a hotel, we act as the owner's hotel asset manager. We don't take one-off consulting assignments, and we don't sell parts of our work on their own.

In hotel operations management, we run the hotel ourselves, every day: the General Manager and team, standards, pricing, sales, distribution and monthly reporting. In hotel asset management, another company operates the hotel and we sit on the owner's side of the table. We hold the operator to the plan, test every forecast and track revenue, profit and asset value.

Owners often use the two terms for the same thing: a company that runs a hotel property on the owner's behalf. With ProMiller, that means we take full charge of hotel operations, from the team and the standards to pricing, distribution and the monthly MIS, while the owner keeps the asset. The hotel can run under the owner's own name or under a brand the owner chooses.

When we take a hotel, we take the whole of it: operations, revenue, sales and marketing, people, and the owner's numbers. Pre-opening, repositioning and cost control sit in the same team. We do not sell slices of a hotel. One operator, one result.

One operator owns the result. Decisions are made at the hotel, fast, by people who answer for the numbers.You get a team accountable for the whole hotel, not a brand selling you its name, and not a menu of optional services.

By running the hotel completely: pricing, distribution, costs, sales and the team on the floor. The numbers move when one operator is accountable for all of them.In the hotels we run, that is the job from the first month, not a project bolted on later.

Our fee is set per hotel and made once, as a first and final offer. We do not negotiate or discount it, and the terms are fixed.If you want to know how it works in practice, we will put you in touch with owners we work with.

Yes. When an owner picks a brand, we negotiate for the asset: standards that fit the hotel, a clear exit, and terms that protect the owner.We are not shopping for the cheapest flag. We recommend the brand the hotel needs, the owner makes the final choice, and the deal has to match that.

A franchise plus third-party model gives you the brand's name and distribution while an independent operator runs the hotel. In a standard brand management model, the brand does both, with its standards, its pace and its priorities.The hotel can also stay independent under the owner's own name. Whether to take a brand is the owner's choice.

No. Each hotel gets one written offer, made once, and it is first and final. The fee and the terms are fixed and not negotiated.Day-to-day decisions sit with us.

Only if the owner hands over full operating control. We do not sit beside an existing team as advisers.When we take a hotel, we run it. We keep the people who fit that standard and rebuild what does not.

Yes. Agreements run for a fixed term and can be renewed by mutual agreement. The owner's exit rights are written in from the start.Owners we work with know the term, the measures and how either side can leave, before we begin.

Because running a hotel well is a full-time operating job, and most owners should not be doing it themselves.We take on very few hotels. When we do, the owner hands us control, we fix the hotel intensively, and every hotel that gave us that freedom went on to lead its market. Ask an owner we work with.

Because the hotel needs one operator with full control, not an owner splitting attention between the asset and everything else.We take that control only when the owner is ready to hand it over. Size matters less than that.

A brand sells you its name. We run your hotel.You can stay independent. If you want a brand, you choose it and we run the hotel under it. The advantage is accountability: one operator for the result.

Yes. The brand keeps the name, standards and distribution. We run day-to-day operations and performance.Some owners choose this: brand recognition with an operator who answers to them. Others run under their own name.

When we take a hotel, we plan design and renovation work around how the hotel will trade, and we recommend the scope and the spend. The owner funds and approves capital projects.We only recommend what the turnaround needs.

Yes, when one operator controls pricing, channels, billing and the daily audit. Leakage is usually a control problem, not a marketing problem.In the hotels we run, those controls are part of how the hotel is run every day.

Brand selection is part of running the hotel for us, not a standalone service we sell.If an owner we work with wants a flag, we identify the fit and negotiate terms. Once the owner chooses the brand, we run the hotel under it.

Yes. The brand provides recognition, standards and distribution. We handle day-to-day operations, revenue and the team.It is optional. The hotel can also trade under the owner's name.

Yes. People are part of taking the hotel over. Hiring, training and the culture on the floor sit with us.In every hotel we have taken on, the team was fixed before the numbers were. The numbers followed.

By owning pricing, distribution, costs and guest experience as one job, not as separate projects.The hotels we run are managed that way from the first month.

We take hotels where the owner hands over full control and there is a real turnaround to deliver. A hotel that is already fine and wants light advice is not a fit.If you are ready to hand the hotel over completely, speak to an owner we work with first.

Yes. OTAs, direct channels and the global reservation systems sit inside how we run the hotel. Same team as pricing and the front desk.Distribution is not a bolt-on agency job for us.

We work with brands including Fortune Hotels, Lemon Tree Hotels, Radisson Hotel Group, Royal Orchid Hotels, The Fern Hotels & Resorts, Accor, Wyndham Hotels & Resorts, Marriott International, Hilton, Louvre Hotels Group, Best Western Hotels & Resorts, Choice Hotels, and IHG Hotels & Resorts.Any brand is chosen by the owner, not by us. We do not sell franchise introductions on their own.

Ask whether you are ready to hand over full operating control, and whether the hotel needs a real turnaround.If both are true, speak to owners we already work with. If you want a quote chase or a free audit, we are not the right firm.

Few. We take hotels where the owner hands over full control and there is a real turnaround to deliver. Size matters less than that.We turn down far more hotels than we take on.

If we are going to run the hotel, we should be in before it opens: concept, design and go-to-market set by the team that will operate it. We recommend the brand, and the owner makes the final choice.We do not sell pre-opening as a standalone package.

For a greenfield we accept, we stay with the project from concept and feasibility through name or brand, design, staffing and opening. Then we run the hotel.We take on very few new builds. The owner still hands over full control.

Hiring and training, SOPs, pricing, sales setup, vendors and trial runs, all before the doors open, by the same operator who will run the hotel afterwards.Opening day only shows what was decided months earlier.