One Boss, Multiple Hotels: This Asset Strategy Works Better Than You Think

The conversation around clustering senior hotel teams is not new. In fact, I’ve been hearing the same concerns since the start of my career in hospitality:

“Will my hotel still get the attention it deserves?”
“Is this just a cost-cutting exercise?”
“What happens to my brand identity?”

These are valid questions — especially from owners who want their asset fully prioritized. But after working closely with both operators and owners across dozens of properties, I’ve come to this view: Clustering, when done right, is not a downgrade. It’s a strategic upgrade.

Yes, There Are Cost Savings — But That’s Just the Surface

Let’s address the obvious: clustering senior functions (e.g., revenue, marketing, finance, F&B leadership) across multiple hotels does reduce duplicated payroll costs.

But that’s only the tip of the value iceberg. Clustering done strategically unlocks deeper benefits across talent, commercial performance, and ownership value.

1. Stronger, More Strategic Talent

Clustering allows hotels to attract higher-caliber professionals — people who’ve led brand repositioning efforts, scaled revenue engines across markets, or managed regional portfolios.

A single hotel might not justify a full-time, VP-level commercial lead. But spread across three properties? Absolutely.

Owners benefit from:

• Deeper strategic thinking
• Faster commercial pivots
• Stronger HQ and brand stakeholder management

The quality of thinking you get at the cluster level is often far greater than what you could justify (or afford) for a standalone hotel.

2. Talent Growth and Retention Within the Portfolio

Clustering also creates clear career pathways for high-potential talent.

Instead of hitting a ceiling at the property level, emerging leaders can grow into cluster or area roles — staying within your ownership group rather than jumping to a competitor.

This supports:

• Stronger talent retention
• Greater institutional knowledge
• Improved employer branding

It sends a message: “There’s room to grow here.”

3. Smarter Portfolio Strategy — Not Cannibalization

When multiple hotels under the same owner or brand operate in silos, they often cannibalize one another’s demand — chasing the same corporate accounts, overbidding on OTAs, or running conflicting F&B promos.

Clustering reduces this friction. It enables:

• Coordinated segmentation and account targeting
• Unified OTA and pricing strategies
• Cross-property F&B collaboration

Instead of fragmented wins and internal competition, clustering creates portfolio-level performance gains.

4. Clearer Owner Communication and Better Visibility

A benefit that’s often overlooked: clustering simplifies owner communication.

Rather than juggling reports from multiple GMs or department heads, owners receive:

• Unified reporting across properties
• Portfolio-wide performance dashboards
• Clear benchmarking between assets

This drives smarter decision-making in areas like capex planning, operator accountability, and asset strategy.

5. Structure Is Everything — Avoid the Common Pitfall

Clustering only works when the reporting structure is clear.

One of the most common breakdowns I’ve seen? Dual reporting lines. For example, a Director of Sales & Marketing reporting to two GMs — each with different KPIs and priorities.

This creates conflict, confusion, and diluted execution.

From experience, clustering works best when:

• The General Manager also holds the cluster role
• There is one clear leader and one set of priorities
• Collaboration replaces competition across hotels

In short: one boss, one strategy, one shared outcome. That’s when clustering unlocks its full potential.

Final Thoughts: Clustering Isn’t a Compromise — It’s an Opportunity

Owners often view clustering as a cost-saving tool. But when implemented with intention, it becomes something much more: a lever for leadership quality, talent retention, and asset optimization.

Sharing an Area GM or Director of Commercial doesn’t dilute attention — it amplifies impact, provided the structure is sound.

The key is to approach clustering not as consolidation, but as coordination with purpose — creating a leadership model that’s not only more efficient, but also more agile, more scalable, and ultimately more aligned with long-term asset value.

Done right, clustering isn’t about doing more with less. It’s about doing better with better.

Editor’s Note:

This article, originally titled “Clustering Senior Hotel Teams: It’s About Strategy—Not Just Cost Savings,” was contributed by Pierre Maréchal, Vice President of Strategic Advisory & Asset Management at JLL. He advises hospitality investors and operators across Asia-Pacific on asset performance, revenue strategy, and commercial transformation.

Views expressed are the author’s own. To pitch your story or share insights on hospitality, leadership, or business in Asia, contact the NIA editorial team.

Read the Chinese article here.

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