One standard across the estate. A different route for every hotel.
At your best property, the morning sheet is on the desk by six, late arrivals have checked in before they reach the building, and the bill is settled from the phone. At the others, reception rebuilds the arrivals list by hand and guests queue at eleven. We build the routines that make the difference, for guests and for staff, and run them at every property without asking any of your GMs to take it on.
Tell us how many properties and which systems they run.
Guest messaging is one part of it. The other three are where most of the front desk's day goes.
Details, ID and arrival time are collected before the stay, so the room and key are ready. On the last morning the guest settles the folio from their phone and gets the invoice by email. Reception gets back the time it spent queuing guests at eleven.
See check-in and checkoutArrivals, occasions, VIPs and open requests are pulled together overnight from your PMS, your other systems and what guests told us, then emailed as a PDF ready to print. It's one example of the automations we build for the jobs your team still does by hand. Guest reports reach housekeeping or maintenance on the handset each team already carries. Notices such as tomorrow's boiler work reach the right guests before they arrive.
See the morning briefingWhat a guest told you, booked and asked for is kept on their record without anyone typing it in, so it's on the desk when they come back. A guest who booked through an OTA and chose to stay in touch can be invited back by you to book direct, with no commission on the next stay.
See book direct next timeAnswers come from information each hotel has approved, set in each brand's voice. Upgrades, dining and spa are offered when they're most likely to be taken, and charged to the folio.
See during the stayYou can see the numbers by property. What you can't see from head office is why one hotel checks guests in before they arrive and briefs every shift on paper, while another with the same brand still queues guests at the desk and rebuilds the arrivals list each morning.
Usually it isn't the property. These routines are somebody's fifth priority in most of your hotels, and their second in one.
Every tool you've rolled out needed someone at each property to own it. So take-up followed whoever happened to care, and whoever happened to still be there. When a GM leaves, the replacement inherits a login and no reason to use it. Six months later that property is back to a templated email and a handwritten arrivals list, and head office finds out at the annual review.
The difference between properties came down to how many people had to be persuaded to keep using the tool.
We shape it, build it and run it at every property, and keep improving it while it's live, whether or not the GM ever thinks about it. Each hotel's journey is built on its own systems and SOPs, and its messages are set in its brand's voice. Head office gets one standard, and each property keeps its fit.
At each property, your team gets a guest inbox on desktop and phone, a fifteen-minute walkthrough for the front desk, and a briefing sheet they already know how to read.
You're paying to close the gap between your best property and your worst. Upgrades and dining get offered at every hotel, including the ones where nobody has time to ring round. Returning guests who chose to stay in touch are invited to book direct. The properties already doing this well get a little better, and the rest are where the money is.
Each property needs a kick-off call and a data connection, and we run both. There's no implementation to repeat and no configuration workshop. In return, reception stops rebuilding the arrivals list each morning, the checkout queue goes, and reception no longer relays guest reports to housekeeping by phone.
You are the controller, we are the processor. The DPA, privacy policy and terms are published in full. Card details never reach our systems: payments run through your payment provider, or ours, which is PCI DSS Level 1 certified. Sub-processors are disclosed under the DPA.
Security and complianceMonthly, priced on each property and sized across the group. Contract it on one master agreement for the estate, or property by property so each one stands on its own numbers. What it does not scale with is effort on your side.
Your front desk gets a guest inbox on desktop and phone, and a briefing sheet each morning. Arrivals come in already checked in, and departures settle from the phone. Nothing breaks when your receptionist leaves, because we run everything behind it.
Most groups we speak to run two or three PMS platforms, and at least one property on something legacy that barely has an API, usually because an owner prefers it. That does not stop a rollout.
Fully integrated properties get the whole journey, with check-in, checkout and folio charges drawn from the PMS, and the morning sheet built from the PMS and the other systems each property runs. The awkward ones still get whatever can be built from the data we can get out of them. We're official partners of Oracle Opera, Guestline and many other PMS providers.
Your commercial director wants upsell revenue by property and the variance across the estate. Your GMs want their own hotel and what moved this week. Your operations director wants to know how many arrivals checked in early, how many checkouts happened from the phone, and how long guest requests take to close. That's where the gap between your best and worst hotel shows.
We build those views from the same underlying data, with the same metrics at every property, so the estate stays comparable. What changes is which numbers land in whose inbox, and how often.
Start with the property where it matters most, or the one whose GM is most likely to give it a fair run. Or start with one routine across the whole estate, such as the morning sheet, and add the guest-facing pieces once your teams have seen it work. After that, each new property is a data connection and a kick-off call, because we run it.
