CSV headers can fill rooms, rate, channel mix, F&B, labor, housekeeping, maintenance, actuals, and people-support fields when names match the template.
Single-property decision control
One property. One accountable operating decision.
Connect demand, profitability, labor, facilities, guest impact, approval, actuals, and reviewed memory without forcing every department through the same screen.
Frame
Forecast
Operate
Approve
Learn
DecisionStageOwner judgment required.
Revenue$0RGI pending.
Readiness0%Risk pending.
Forecast profit$0Confidence pending.
Station 1 · Intake
Define the property decision before the departments start solving different problems.
Hotels need the same decision spine as ChefQuote, but the inputs are different: date pattern, segment, room inventory, owner promise, and the department load behind the sell.
Station 2 · Imports and source state
Bring in hotel sources, but keep assumptions visible.
PMS/CRS/RMS, POS, labor, housekeeping boards, maintenance, guest feedback, and finance rarely tell the same story at the same time. Source state is part of the decision, not a footnote.
PDFs are treated as supporting evidence. They do not silently change numbers until a person maps the values into visible fields.
Every upload updates the source ledger as imported, reviewed, manual, stale, or unavailable so the decision record shows what is trusted.
No CSV loaded yet. Headers such as occupiedRooms, adr, roomCount, oooRooms, fbRevenue, otherRevenue, checkouts, stayovers, housekeeperHours, and channelOta can auto-fill visible fields.
Station 3 · Rooms and revenue
Model the revenue decision with inventory reality attached.
Rooms revenue cannot stand alone. Occupancy, ADR, RevPAR, TRevPAR, comp-set strength, channel cost, pickup, and cancellation risk have to be read before the operating handoff.
Occupancy0%MPI pending
ADR$0ARI pending
RevPAR$0Rooms revenue per available room
TRevPAR$0Total revenue per available room
Commercial + owner economics
Translate rooms demand into profit, cash exposure, and group value.
RevPAR alone cannot approve the decision. This layer adds net room revenue, GOPPAR, budget variance, flow-through, and a transparent group displacement comparison.
Owner economics
USALI-aligned prototype
Forecast, budget, and profit conversion
GOP forecast$0Budget comparison pending
GOPPAR$0Gross operating profit per available room
Net RevPAR$0After modeled channel acquisition cost
Flow-through—Requires revenue movement versus budget
Group displacement
Explainable comparison
Compare total group value with displaced transient demand
Net group value$0
Transient value displaced$0
Commercial readEnter assumptionsThe model will show the value gap and operating caveat.
Station 4 · Labor and readiness
Do not sell a stay the departments cannot deliver.
Housekeeping turns, front desk arrival pressure, engineering tickets, out-of-order inventory, supplies, and overtime become operating gates before the decision is released.
Housekeeping load0hCapacity pending
HK readiness0%Turns against scheduled minutes
Labor cost$0Rooms and engineering labor
Maintenance0%Inventory and ticket pressure
Station 5 · People support + protections
Turn operating pressure into a named support plan.
Schedule evidence and qualifying aggregate feedback are kept separate, then brought together for support routing. This station can change coverage, training, tools, recovery time, and manager support. It cannot create individual scores or inform discipline, termination, compensation, promotion, health, loyalty, intent, or protected-class inference.
PurposeRoute operational supportCoverage, training, tools, recovery, role clarity
Response gateConfigurable · minimum 5Suppress direct aggregate feedback below the floor
Decision boundaryNo adverse employment useNo individual or protected-class inference
AccountabilityOwner + due time + evidenceEvery support route must be closed
01 · Shift load check
Before work is releasedSchedule and workload evidence
Schedule sourceUnavailableSet Labor or People evidence to imported, reviewed, or manual.
02–04 · Protected instruments
No individual viewQualifying aggregate feedback
Configurable; values below 5 are reset to 5.
Response stateSuppressedDirect feedback is unavailable until the response floor is met.
Manager calibration
Gap triggers conversationCompare the same support conditions
ConditionTeam aggregateManager estimateGap
Voice / input—
Fairness—
Recovery—
Largest perception gapUnavailableQualifying team feedback is required before comparison.
Support route
Close the loopAssign the corrective operating plan
Recommended support planComplete the operating evidenceThe system will identify the most useful support action and the evidence required to close it.
Schedule and hotel workload before release.
Ready for evidenceRecovery, tools, clarity, and manager availability after the event.
Select to evaluatePersistent voice, fairness, recognition, recovery, and stability.
Select to evaluateCompare manager estimate to qualifying team aggregate.
Select to evaluateProtection gate0%Schedule, support, and qualifying aggregate conditions
Schedule protection0%OT review, long shifts, short turns, consecutive days, concentration
Direct feedbackUnavailableOnly when source and response threshold qualify
BoundaryProtectedNo individual ranking or adverse employment use
Instrument readShift loadSelected collection and decision purpose
Data rightsPurpose limitedFloor, access, retention, and deletion remain visible
People support route pending.
Stage 7 · F&B and events
Plan food and beverage by service model.
Set revenue, covers, labor, direct cost, and capacity for each active outlet.
Full-service hotel
Revenue center with restaurant, beverage, and event controls.
Required checks: contribution, capacity, food safety, labor, and BEO status.
Revenue mix
Enter revenue by outlet.
Updates from outlet revenue. Use this field for legacy imports.
Service load + capacity
Match forecast covers to service capacity.
If blank, calculated from occupied rooms and capture.
Cost + labor
Set direct costs and labor.
Legacy blended labor inputs
F&B readiness0%Capacity, labor, safety, and BEO status
F&B contribution$0Revenue minus direct food, labor, waste, and packaging
Prime cost0%Direct F&B cost versus revenue
Total revenue$0Rooms + F&B + other
Channel cost$0OTA/wholesale commission estimate
Facilities + operating risk
Keep sellable inventory, life safety, utilities, and capital exposure in the decision.
A room can be physically available and still be operationally unsafe or economically poor. This station connects preventive maintenance, critical assets, energy and water cost, safety readiness, and deferred capital work.
Facilities readiness0%Complete the readiness inputs
Utility position$0Forecast versus budget
Capital exposure$0Deferred work requiring owner visibility
Operating gateReviewHuman approval remains required
Station 7 · Decision guard
Turn hotel signals into a human-owned operating choice.
The guard reads the commercial upside, the operating constraint, the guest promise, the people boundary, and the owner priority together. It explains the suggested move without publishing protected scoring mechanics or silently overriding the GM, owner, revenue leader, or department heads.
Decision confidence0%Evidence + gates + priority fit
Constraint gatePendingWeakest release condition
Commercial leverPendingRate, mix, channel, or hold
Financial quality0%Flow-through and acquisition load
Decision layer explanation
Build the decision to see how the hotel operating layer connects source evidence, demand, capacity, guest promise, people protection, finance, and owner judgment.
Decision reasons
Station 8 · Role packets
Generate the operating document each role must execute.
Every packet starts from the same decision record, then applies a strict role boundary. Each one includes the call, role-specific measures, evidence, blocker/warning/lever matrix, action owners, approve and hold conditions, source gaps, next handoff, and actuals rule.
One recordNo role invents a separate decision
Role boundaryOnly the evidence and actions the role needs
Release controlApprove and hold conditions remain visible
CloseoutEvery packet names its actuals obligation
Choose a packet role.
Approval + governance
Record who can approve, what conditions remain, and why an override is justified.
Server-verified roles control who can review, operate, edit, and approve. Every committed approval is written to the encrypted property record and its audit trail.
No approval events recorded.
Station 9 · Actuals and variance
Close the loop after the stay, event, or date pattern actually happens.
The product value is not only the forecast. It is the return path: actual rooms, rate, labor, issues, OOO inventory, outcome, and variance reason.
Actuals pending.
Station 10 · Feedback routing
Route feedback to the accountable hotel owner.
Guest comments, front desk pressure, housekeeping misses, revenue exceptions, BEO issues, finance variance, and engineering blockers need different routes.
Feedback route pending.
Station 11 · Governed memory
Do not let one strange night silently rewrite the next decision.
Hotel memory must be comparable: segment, date pattern, room availability, source state, staffing, event load, and guest context need to match before reuse.
No memory items yet.
Packet library + audit
Eight bounded documents. One saved operating record.
Download a print-ready HTML from current values or open the included sample PDF. Every export preserves its role boundary, source caveats, release conditions, handoff, and closeout obligation. Working records and audit events are stored through the authenticated Hotel Operations service.
01 · ReleaseGM decisionCross-functional call, conditions, accountable owners, and closeout
Sample PDF02 · AssetOwner / assetGOP, flow-through, cash, capital exposure, and memory review
Sample PDF03 · YieldRevenue / commercialNet yield, pace, channel, rate fences, room type, and displacement
Sample PDF04 · ReadinessRooms executionTurn load, stayovers, priority arrivals, room release, and recovery
Sample PDF05 · Asset releaseEngineering / facilitiesOOO rooms, critical assets, safety, vendors, utilities, and capex
Sample PDF06 · ServiceF&B / eventsBEO, covers, production, labor, shared services, and contribution
Sample PDF07 · SupportPeople supportSchedule strain, response gate, calibration, route, and blocked uses
Sample PDF08 · CloseoutActuals / varianceOutcome, evidence, causes, review, and memory eligibility
Sample PDFReset the working recordLoad the resort peak scenario and return to intake. This does not remove saved export history.
No saved exports yet.