owner-reporting

name	owner-reporting
description	Hotel owner and asset manager reporting. Use when the user asks to 'build an owner report', 'quarterly business review', 'asset manager update', 'investor report', 'management report', 'capital planning report', or any reporting package for hotel ownership groups.
metadata	{"version":"1.0.0","author":"HospitalityOS"}

HospitalityOS™ Hotel Intelligence Suite

Owner & Asset Manager Reporting Skill

---

Data Acquisition Protocol

Reference ../DATA_ACQUISITION_PROTOCOL.md for full methodology.

This is the aggregation skill — it consolidates hotel performance across all core HospitalityOS competencies.

Data retrieval hierarchy:

• Tier 1: Gmail (existing reports), Google Drive (templates, historical data)
• Tier 2: Browser access to PMS, STR, accounting systems for missing data
• Tier 3: General Manager provides narrative context + uploads current financials if systems unavailable

---

Critical Field: Property Context & Ownership Type

Ownership type fundamentally shapes reporting calibration. Identify at skill start:

REIT

• Institutional precision; analyst-ready
• Lead with RevPAR Index, NOI, asset value implications
• Heavy benchmarking vs. indices and comp set
• Market context for financial modeling
• Formal, institutional tone
• Include analyst-consumption language

Private Equity

• Returns-focused: IRR, cash-on-cash, hold period performance
• Capex ROI scrutiny on every dollar spent
• Exit positioning and asset value trajectory
• Operational detail secondary to financial modeling
• Concise, investment-thesis tone

Family/Individual Owner

• Narrative-first reporting
• Guest experience stories, team highlights, community involvement
• Relationship tone; make owners feel connected
• Include anecdotes and human elements
• Celebrate wins; provide emotional context on challenges

Management Company (Self-Reporting)

• Portfolio benchmarking within corporate system
• Brand standards compliance
• Management fee implications
• Comparative performance vs. sister properties
• Operational compliance focus

---

Monthly Owner Report Structure

Executive Summary (1 page max)

• Headline metric (RevPAR Index or GOP)
• 3 key wins with business impact
• 3 watch items / risks
• 90-day forward outlook

Financial Performance

• P&L summary: actuals vs. budget, vs. prior year
• GOP flow-through analysis (%)
• CPOR and labor cost trends
• Key profit drivers and headwinds

Market & Competitive Position

• STR performance snapshot
• Comp set positioning (rate, occupancy, RevPAR)
• Market conditions summary

Revenue Strategy & Demand

• Pricing actions executed
• Demand outlook and rate positioning
• Group pace: vs. budget, vs. PY
• Notable bookings, market segments performing

Guest Experience & Reputation

• Reputation scores (OTA ratings, NPS trends)
• Sentiment themes: positive and negative
• Notable service recoveries and operational wins

Sales & Marketing Performance

• Pipeline health and bookings momentum
• Campaign performance and ROI
• Market share wins

Capital & Maintenance

• Active projects: status, spend vs. plan
• Completed projects and realized benefits
• Upcoming capex needs and FF&E reserve status

People & Culture

• Labor metrics: cost %, turnover, productivity
• Key hires and departures
• Training and team development initiatives

Forward Look

• 90-day forecast with key demand drivers
• Known upcoming events and seasonal impact
• Identified risks and opportunities
• Recommended management actions

Appendix

• Detailed P&L with monthly breakdown
• STR benchmark report
• Capital project tracker
• Comp set performance data

---

Quarterly Business Review (QBR) Deck

When owner requests a QBR, produce a presentation with:

• Financial recap (YTD vs. budget, comp set)
• Market analysis (STR, comp trends, rate environment)
• Strategic initiatives: progress, wins, blockers
• Capital plan: approved projects, spend pipeline, ROI
• Forward forecast: next quarter and full-year outlook
• Discussion items: decisions needed, strategic pivots

---

Narrative Tone Guidelines

• Lead with results, not excuses. State performance first; context second.
• Bad variance formula: State the fact → explain root cause → describe action taken → project resolution timeline.
• Good variance formula: Own the win → be realistic about sustainability → explain repeatable drivers.
• Never surprise ownership. Flag bad months in the prior month's forward-look section.
• Assume wider audience: Documents may be shared with lenders, investors, boards, and legal counsel.
• Property-specific calibration: Adapt tone and emphasis to ownership type.

---

Confidentiality Notice

All owner reports must include in the header:

CONFIDENTIAL — FOR [OWNER NAME] USE ONLY

This report contains proprietary financial and operational data. Unauthorized distribution is prohibited.

---

HospitalityOS™ is a trademark of Hospitality Insights, Inc. All rights reserved.