The Ritz-Carlton

Ras Al Khaimah, Al Wadi Desert

Stirling Hospitality Advisors spearheaded the brand conversion of Banyan Tree to The Ritz-Carlton, aligning the transformation with Ras Al Khaimah’s vision of becoming a luxury tourism destination. The firm facilitated a comprehensive overhaul, including appointing a new General Manager and implementing a high-performing commercial strategy that elevated the resort’s weekday occupancy and overall ADR by 300 AED. With a strong focus on profitability and owner returns, Stirling guided operational efficiencies that resulted in a 33% revenue growth and doubled owner returns between 2018 and 2023. During the pandemic, Stirling successfully pivoted to domestic tourism, utilizing the resort’s villa model to capitalize on increased local demand, achieving an RGI of 200pp. Their adaptive marketing and sales strategies drove long-term positioning in the STR compset, with occupancy rising by over 5 points and ADR by over 15%. Stirling’s approach to brand repositioning, cost management, and strategic asset oversight transformed the property into one of the leading luxury resorts in the UAE, reinforcing the brand’s visibility and appeal in a highly competitive market while maintaining profitability and aligning with evolving market trends and traveler expectations.

Rixos Al Mairid

Ras Al Khaimah

Stirling Hospitality Advisors played a pivotal role in the brand conversion of the former Hilton Beach Resort into Rixos Al Mairid, bringing deep experience in brand transitions to execute a seamless repositioning. The transition included a comprehensive Property Improvement Plan (PIP), upgrades such as a new state-of-the-art gym, and the full integration of Rixos IT and distribution systems, ensuring brand compliance and uninterrupted guest services. Stirling facilitated the hiring and training of a new operations team aligned with Rixos standards, securing brand consistency and high service quality. Remarkably, within three months of the transition, owner returns matched peak performance figures achieved under Hilton, validating the effectiveness of Stirling’s strategic direction. Beyond operational readiness, Stirling continues to provide asset management and strategic oversight to ensure long-term competitiveness and profitability.

Hilton Garden Inn

Ras Al Khaimah

At Hilton Garden Inn RAK, Stirling Hospitality Advisors delivered a strategic turnaround through focused asset management and operational optimization from 2017 to 2024. Recognizing underperformance in leadership and segmentation, Stirling advocated for a new General Manager and redirected focus from wholesale to the more profitable corporate segment. This pivot led to a 30% uplift in F&B Conference & Events revenue within a year. Stirling also introduced creative revenue streams, such as launching catering services for hotel staff from nearby properties and converting underutilized spaces like a tennis court into a paddle court, leased for fixed income. Cross-training initiatives boosted staff engagement and enhanced service delivery, resulting in ReviewPro scores improving from 81 to 85. Their strategic oversight also improved the Gross Operating Profit (GOP) margin from the low 20s to the low 30s. Even during the pandemic, the hotel retained 75% of F&B revenues, demonstrating resilience supported by agile, asset-light solutions. Overall, the hotel’s net returns grew by 50% from 2019 to 2023. With transparent reporting and strategic advisory throughout, Stirling transformed Hilton Garden Inn into a financially sound and operationally stable asset, optimized for long-term success in RAK’s midscale hospitality market.

Sheraton Grand Tbilisi

Metechi Palace

Stirling Hospitality Advisors led a holistic transformation of the Sheraton Grand Tbilisi Metechi Palace in Georgia from 2019 onward, elevating it into one of the city’s top-performing hospitality assets. Through targeted revenue strategies, Stirling helped secure new market segments such as the airline industry and optimized underused spaces like the ballroom and spa, resulting in an 85% increase in banquet revenues

and a 25% rise in spa income. RGI grew from 64 to 99, while net income rose by 45%, largely due to cost-saving initiatives and renegotiated HMA terms. Projects such as converting double-occupancy suites into quad rooms appealed to multigenerational travelers, while the transformation of vacant space into residences and an upcoming casino project aimed to capture new demand and boost asset valuation. Reputation management also played a key role—online ratings climbed from the mid-teens to the city’s top 10, and a new restaurant leapt from 56th to 30th out of 1,200 in just months. Stirling's forward-thinking asset management, market adaptation, and operational efficiency made the Sheraton Grand a flagship example of hospitality value enhancement in Eastern Europe’s competitive capital city environment.

Sofitel

Dubai The Palm

Stirling Hospitality Advisors began supporting Sofitel Dubai The Palm in 2020, driving its transformation into one of the top-performing luxury resorts on the Palm Jumeirah. Within a year, the property achieved record-breaking total revenues and the highest owner returns in its 10-year history, improving profitability margins by 10 percentage points. A strategic rebalancing of market segmentation shifted focus from low-rate wholesale segments to higher-spending leisure travelers, increasing F&B outlet revenue per occupied room by 15% and spa revenue by 10%. Stirling’s asset management approach delivered an 18-point increase in ARI and a 24-point boost in RGI, positioning the resort as a market leader. Their involvement in capital projects, including a high-impact villa renovation and conversion of beachfront space into a trendy restaurant, further elevated the resort’s profile and value. These efforts contributed to a 25% increase in asset valuation year-on-year. Upgraded suites outperformed pre-renovation ADRs by 12%, while reimagined F&B concepts attracted non-resident guests and increased footfall. Stirling’s comprehensive strategy not only enhanced financial outcomes but also revitalized guest experience, brand image, and market relevance in an increasingly saturated luxury market, proving the value of hands-on, data-driven asset and technical advisory.

Mövenpick Resort

Al Marjan Island

Since 2022, Stirling Hospitality Advisors has provided pre-opening advisory and asset management for Mövenpick Resort Al Marjan Island, delivering rapid and measurable impact. A strong focus on revenue management and cost optimization led to a 29% year-over-year increase in both GOP and net income in 2024. A new market segmentation strategy enabled the hotel to stabilize results within two years. Stirling supported the rebranding of key outlets, including ULA and Neo Sky Bar, to boost visibility and revenue—ULA’s revenues rose by 19%, profit by 32%, and it became one of RAK’s top-reviewed restaurants. The repositioning of Boons Restaurant is ongoing to improve performance amid evolving market dynamics. The property also achieved exceptional guest satisfaction, earning a 4.8-star Google rating and high TripAdvisor rankings. Stirling’s marketing strategy for F&B contributed to a 12% year-over-year revenue increase for ULA, while the RGI surged from 92.1 in 2023 to 115.1 in 2024. This was paired with a 14-point MPI improvement during weekends, outperforming the comp set. Through detailed performance monitoring and hands-on strategic guidance, Stirling has positioned Mövenpick Al Marjan as a leading lifestyle destination in Ras Al Khaimah’s evolving resort market.

Rove

Al Marjan Island

Stirling Hospitality Advisors delivered comprehensive pre-opening and asset management services for Rove Al Marjan Island, ensuring its successful launch in 2023. Their scope included reviewing manning plans and salary benchmarks to align with operational and market expectations, setting up essential banking and financial processes, and overseeing FF&E inventory management. The transition from development to operation was carefully orchestrated, with Stirling ensuring operational readiness, stakeholder alignment, and a 20% reduction in pre-opening costs. Upon opening in April, the project moved into full operations with a smooth handover from project team to hotel management. Stirling

continues to provide strategic advisory support, working closely with the leadership team to monitor performance, update business plans, and align operations with ownership benchmarks. Key focus areas include pricing strategies, market positioning, procurement, and cost efficiency. Their involvement has helped the hotel optimize its first-year operating budget and adapt dynamically to changing market conditions. By setting a solid foundation for operations and offering continuous oversight, Stirling has ensured that Rove Al Marjan enters the competitive RAK hospitality market with strength, operational integrity, and clear strategic direction tailored to both budget-conscious and modern leisure travelers.

SLS Dubai Hotel & Residences

Since 2023, Stirling Hospitality Advisors has overseen strategic asset management and repositioning efforts for SLS Dubai Hotel & Residences. The advisory scope began with a full management restructure, including the appointment of a new General Manager to address underperformance and realign with owner expectations. Stirling collaborated with the team to develop a comprehensive commercial strategy, optimizing both mid-week and weekend demand through refined sales and marketing tactics. Cross-training initiatives across departments were introduced to improve staff retention and service quality. Additionally, a major F&B outlet, Tamada Restaurant, was rebranded to respond to shifting market dynamics and boost financial performance. Operational and financial optimization remained central, with careful budget monitoring and active involvement of regional C-level executives to increase accountability and decision-making effectiveness. Stirling’s advisory played a key role in bridging gaps between ownership and operations, driving alignment, accountability, and measurable performance improvement. With strategic focus on team structure, positioning, and commercial growth, SLS Dubai has entered a new phase of operational excellence and financial sustainability. Stirling’s ability to anticipate market shifts and adapt swiftly positioned the asset to compete more effectively within Dubai’s high-end urban hospitality landscape.

Hilton Garden Inn

Ras Al Khaimah

At Hilton Garden Inn RAK, Stirling Hospitality Advisors delivered a strategic turnaround through focused asset management and operational optimization from 2017 to 2024. Recognizing underperformance in leadership and segmentation, Stirling advocated for a new General Manager and redirected focus from wholesale to the more profitable corporate segment. This pivot led to a 30% uplift in F&B Conference & Events revenue within a year. Stirling also introduced creative revenue streams, such as launching catering services for hotel staff from nearby properties and converting underutilized spaces like a tennis court into a paddle court, leased for fixed income. Cross-training initiatives boosted staff engagement and enhanced service delivery, resulting in ReviewPro scores improving from 81 to 85. Their strategic oversight also improved the Gross Operating Profit (GOP) margin from the low 20s to the low 30s. Even during the pandemic, the hotel retained 75% of F&B revenues, demonstrating resilience supported by agile, asset-light solutions. Overall, the hotel’s net returns grew by 50% from 2019 to 2023. With transparent reporting and strategic advisory throughout, Stirling transformed Hilton Garden Inn into a financially sound and operationally stable asset, optimized for long-term success in RAK’s midscale hospitality market.

Mövenpick Resort

Al Marjan Island

Since 2022, Stirling Hospitality Advisors has provided pre-opening advisory and asset management for Mövenpick Resort Al Marjan Island, delivering rapid and measurable impact. A strong focus on revenue management and cost optimization led to a 29% year-over-year increase in both GOP and net income in 2024. A new market segmentation strategy enabled the hotel to stabilize results within two years. Stirling supported the rebranding of key outlets, including ULA and Neo Sky Bar, to boost visibility and revenue—ULA’s revenues rose by 19%, profit by 32%, and it became one of RAK’s top-reviewed restaurants. The repositioning of Boons Restaurant is ongoing to improve performance amid evolving market dynamics. The property also achieved exceptional guest satisfaction, earning a 4.8-star Google rating and high TripAdvisor rankings. Stirling’s marketing strategy for F&B contributed to a 12% year-over-year revenue increase for ULA, while the RGI surged from 92.1 in 2023 to 115.1 in 2024. This was paired with a 14-point MPI improvement during weekends, outperforming the comp set. Through detailed performance monitoring and hands-on strategic guidance, Stirling has positioned Mövenpick Al Marjan as a leading lifestyle destination in Ras Al Khaimah’s evolving resort market.

Rove

Al Marjan Island

Stirling Hospitality Advisors delivered comprehensive pre-opening and asset management services for Rove Al Marjan Island, ensuring its successful launch in 2023. Their scope included reviewing manning plans and salary benchmarks to align with operational and market expectations, setting up essential banking and financial processes, and overseeing FF&E inventory management. The transition from development to operation was carefully orchestrated, with Stirling ensuring operational readiness, stakeholder alignment, and a 20% reduction in pre-opening costs. Upon opening in April, the project moved into full operations with a smooth handover from project team to hotel management. Stirling

continues to provide strategic advisory support, working closely with the leadership team to monitor performance, update business plans, and align operations with ownership benchmarks. Key focus areas include pricing strategies, market positioning, procurement, and cost efficiency. Their involvement has helped the hotel optimize its first-year operating budget and adapt dynamically to changing market conditions. By setting a solid foundation for operations and offering continuous oversight, Stirling has ensured that Rove Al Marjan enters the competitive RAK hospitality market with strength, operational integrity, and clear strategic direction tailored to both budget-conscious and modern leisure travelers.