One of the most persistent mistakes in the hotel sector is the assumption that real estate prestige automatically translates into hotel value. It does not. A pr…
How a Roman trophy asset moved from the Toti group’s distress cycle to final monetisation — and why the hospitality market should pay attention
In hospitality real estate, there is a fundamental difference between buying a hotel and creating value. Buying a hotel means acquiring an income stream the mar…
In Rome’s hotel market, there are important deals, symbolic deals, and deals that signal a genuine shift in the market’s underlying logic. The Grand Hotel de la…
The acquisition of Palazzo Scanderbeg is not simply a portfolio addition. It is a clear statement of strategy. In a luxury market increasingly shaped by standar…
One basic mistake continues to recur in the hotel sector: confusing the value of the real estate with the value of the business that operates it. The Grand Hote…
In Rome’s hotel market, the transactions that matter most are not those where an asset is acquired cheaply. They are the ones where investors secure a step-chan…
Buying a hotel in an iconic location is the easy part. The difficult part is turning that project into a functioning, income-producing business on schedule.
Isrotel’s acquisition of Hotel Savoy in Rome is one of the most meaningful hospitality transactions seen in the Italian capital in recent months. The headline …
Some transactions look convincing only until you read them properly. Some assets seem attractive only because they are being viewed too superficially. And some …
In hotel real estate, the transactions that matter most are not the ones that simply add exposure. They are the ones that reveal how sophisticated capital is ch…
A hotel is not lost when liquidity tightens. It is lost when ownership and management lose control of debt, lenders, governance and asset value. A hotel does no…