Author: admin

New Week. New Video!

A Power-Packed Masterclass in Hotel Costing

Strategic Hotel Commercial Model

This is one of the most underrated yet essential areas in hospitality — and few talk about it openly.

In this episode, in collaboration with Siddhesh Narvekar and Hotelyug, I share real-life costing strategies from the field — the kind of insights most people won’t put on record.

Here’s what we dive into:

-Fixed vs. variable hotel costs — explained simply
-Marginal costing: what it is, and why it matters
-Base load optimization — the core of steady profitability
-How to use cost data to drive smarter dynamic pricing

If you’re running a hotel, building one, or leading pricing strategy — this is a must-watch.

Full Course →
https://lnkd.in/g9nNq2sP

Watch the full video here→
https://hotelyug.com/courses/mastering-hospitality/module3/sub1/marginal-costing-&-fixed-overheads-dynamic-pricing-&-base-load-optimization

Follow for more field-tested hotel strategy:

Dennis Tan | The Everly Group | Siddhesh Narvekar | Hotelyug

Part 2

2. The Everly Credo

In support of our Human Resource Statement, we have adopted a Credo that serves as the foundation of our values, decisions, and conduct at The Everly Group.

2.1 The Everly Group’s Credo

We believe the following principles are non-negotiable:

2.1.1 We provide the best service to our Customers.
2.1.2 We strive for excellence in performance.
2.1.3 We respect every individual.
2.1.4 We maintain and upgrade a positive working environment.

2.2 Recruitment

2.2.1 In recruitment, we identify individuals who have the right attitude, skills, and experience—but also those whose personal values align with our Credo.
We do not compromise on values. No matter how competent a person may be, if their values contradict ours, they will not be hired.

2.3 Confirmation

2.3.1 Before confirmation, probationary staff must be evaluated by everyone they work closely with. This ensures that they not only perform well, but also live out our Credo in daily practice. Even if performance meets expectations, failure to practice the Credo means the person will not be confirmed.

2.4 Ongoing Practice

2.4.1 Every six months, we review our commitment to our Mission and Credo. If someone is found violating the Credo, they will be counseled under peer review.

They will be closely monitored for 12 months.
If violations are significant, termination will be immediate.
If, after support and supervision, there is no meaningful change, the person will be asked to leave.

⚠️ Violation of the Credo must be reported within 24 hours to a Superior, Personnel Executive, Hotel Manager or General Manager.

Call to Action

🛎️ Ask yourself and your team today:

What values drive your daily actions?
Would you pass a peer review for culture fit, not just performance?
Are your new hires aligned with your culture—or slowly eroding it?

Culture is not just taught—it’s reinforced by hiring, confirming, and retaining the right people.

New Case Study Video!

Bintulu Hotel – Layout & Business Flow

In collaboration with Siddhesh Narvekar & Hotelyug

Hotel layout isn’t just a design decision — it directly impacts guest satisfaction, staff efficiency, and long-term business performance.

In this episode, I share the real-world layout and flow decisions we made while building The Bintulu Hotel — what worked, what we’d rethink, and why every square foot needs to serve a purpose.

Here’s what I walk through:

-How we zoned the hotel for optimal guest and staff flow
-Mistakes we avoided from past builds
-Why back-of-house design is as critical as the front-of-house
-How layout decisions connect to your revenue and service model

If you’re developing or renovating a hotel, I hope this gives you a few things to think about — not just for today, but for the next 10 years of operations.

Watch the full course here →
https://lnkd.in/g9nNq2sP

Watch the full video here→
https://hotelyug.com/courses/mastering-hospitality/module5/sub1/case-study-bintulu-hotel%E2%80%93layout-&-business-flow

Follow for more insights from the field:

Dennis Tan | The Everly Group | Siddhesh Narvekar | Hotelyug

Leadership, Growth & Operations – New Video!

How to Conduct Effective Monthly Group Operations Meetings

In collaboration with Siddhesh Narvekar & Hotelyug

Monthly operations meetings aren’t just about reviewing numbers — they’re key to building culture, accountability, and aligned execution across multiple hotel properties.

In this episode, I share a practical framework for making these meetings more impactful, structured, and people-focused.

Here’s what I cover:

-The 3-part structure of an effective monthly ops meeting
-Why group meetings can’t be copy-paste — and how to tailor them
-How to turn meetings into moments of motivation and alignment

Common mistakes hotel leaders make and how to avoid them
Whether you’re managing 2 hotels or 20, these strategies can help you drive real change and consistency across your portfolio.

🎥 Watch the full course here →
https://lnkd.in/g9nNq2sP

🎥 Watch the full video here→
https://hotelyug.com/courses/mastering-hospitality/module6/sub1/how-to-conduct-effective-monthly-group-operations-meetings

Let’s keep raising the bar in hospitality leadership.

Follow for more insights from the field:

Dennis Tan | The Everly Group | Siddhesh Narvekar | Hotelyug

New week. New video. New module:

I’ve delivered 10 power-packed videos so far — drawn straight from real-life experience across key hospitality areas like: Restaurant & Hotel Turnarounds, Leadership & People Development, Performance Optimization, Financial Strategy in Hospitality

And we’re just getting started.

New week. New video. New module:
Leadership, Growth & Operations

Functional Medicine: Supporting Employee Health & Well-Being

In collaboration with Siddhesh Narvekar & Hotelyug

Have you heard about functional medicine?

We all know the medicines that treat symptoms — but what if we could go deeper? What if we addressed the root causes of stress, fatigue, and burnout in our teams?
In this short but impactful episode, I explore how functional medicine principles can support better health, energy, and resilience in hospitality workplaces.

Here’s what I cover:

-How functional medicine differs from traditional health programs
-Why employee well-being is a leadership priority
-Easy-to-implement ideas for healthier workplaces
-Real-world examples from hotels I’ve worked with across Asia

Watch the full course here →
https://lnkd.in/g9nNq2sP

Watch full video here→
https://hotelyug.com/courses/mastering-hospitality/module6/sub1/functional-medicine-supporting-employee-health-&-well-being

Let’s keep raising the bar in hospitality leadership.

Follow for more insights from the field:

Dennis Tan | The Everly Group | Siddhesh Narvekar | Hotelyug

The Everly Group’s Human Resource Philosophy

Continuing from our earlier statements, this final section lays out our zero tolerance for harassment, our position on wealth creation and sharing, and what kind of people thrive in The Everly Group. These are the lines that define our culture, and we draw them with clarity.

1.13 Sexual Harassmen

1.13.1 Sexual harassment of any nature—verbal, physical, or non-verbal insinuation—will not be tolerated in the Company.

1.13.2 All staff will be briefed that sexual discrimination or harassment may come from the opposite or same gender. No such behavior is acceptable. Incidents must be reported immediately.

Reporting protocol:

Violations must be reported within 24 hours to any of the following:

Immediate superior
Personnel Assistant/Executive
Hotel Manager or General Manager
If the offender is at the executive level or above, the Group Managing Director (GMD) must also be notified within 24 hours.

1.14 Wealth Creation and Sharing

1.14.1 Our purpose is to create an environment where people can learn and grow. Long-term financial security comes from continuous growth, not entitlement.

1.14.2 We provide safety nets, but we do not believe in a welfare state. Cost control is vital to long-term survival and strength.

1.14.3 We believe in creating real value—and sharing it with the people who helped create it.

1.14.4 If your goal is only security and short-term financial gain, especially at the corporate level, this may not be the company for you. We’re building a cadre of entrepreneurs who drive growth and share the rewards.

1.14.5 To quote Jack Welch:
“We do not guarantee employment. We guarantee employability.”
To that we add:
“We guarantee opportunities to learn, grow, and share in the value created. As a result, security is earned, not given.”

Final Thoughts

Culture is not crafted by chance—it’s built by design. At The Everly Group, we design our systems, policies, and philosophies to empower our people, reward the right behavior, and ensure long-term sustainability. We’re not in the business of hospitality alone—we’re in the business of building a great place to grow.

✅If you’re building your team, ask yourself:
What behavior do you reward?
What behavior do you tolerate?
What do you do when mistakes are made?

Write it down. Live it daily. That’s how culture becomes real.

The Everly Group’s Human Resource Philosophy – Continued

In the first part of our Human Resource Statement, I shared our foundational values and performance principles. This continuation outlines our deep belief in fairness, empowerment, and accountability. Culture is not built with posters on a wall – it’s built with how we behave in difficult moments. Here’s how we do it:

1.6 Investment in People

We continuously re-invest in our people. Training is both internal and external, equipping our team to grow beyond their current capabilities.

1.7 Mistakes in People

Yes, sometimes we make mistakes in hiring or promoting. When this happens, we take extraordinary care to communicate respectfully with the person. We work together to place them in a more suitable role, preserving dignity at all times.

1.8 Violation of Policies and Procedures

We encourage decision-making. Mistakes from bold action are accepted, but not the violation of policy without accountability.
If a rule must be broken to help a guest or improve performance:
Consult the next higher staff if time permits.
If not, act—but inform a senior within 24 hours.

Final Thoughts

A hotel’s culture is only as good as how it handles failure, pressure, and disagreement. At The Everly Group, we’ve built a people-first environment, not because it’s easy, but because it’s right. This culture is what gives life to the bricks and mortar of every property we manage.

✅If you’re building a hospitality team—or any business—start by being very clear on how you’ll treat your people when things go wrong. That’s where your real culture lives. Define it, write it, and live it.

To be continued …………

Over the years we have developed our Human Resource Statement which is continuously improved and updated.

At The Everly Group, we believe that people are our most important assets. Our culture is rooted in values that guide how we treat one another, how we lead, and how we grow together. These are captured in The Eight Shared Values of a Heroic Environment, which underpin our Six Promises to Customers, Six Promises to the Organization, and this Human Resources Statement.

The Eight Shared Values of a Heroic Environment

Truth: Treat others with uncompromising truth
Trust: Lavish trust on your associates
Mentoring: Mentor unselfishly
Openness: Be receptive to new ideas
Risk-taking: Take personal risks for the good of the organization
Giving Credit: Give credit where it’s due
Honesty: Be honest in all dealings – do not touch dishonest dollars
Caring: Put the interest of others before your own

1.1 Work Environment

We aim to create and maintain an environment where every person can:

Perform
Be recognised
Be rewarded
Be promoted

…based on achieved results, not merely effort or time served.

1.2 Performance Measurement

Objectives, methods of measurement, targets, and outcomes are agreed upon, approved by Management, and subject to peer review.
In dynamic situations (such as hotel pre-openings), performance metrics may need to be updated weekly to remain relevant and effective.

1.3 Communication

We foster open and honest communication.
Constructive criticism is welcomed—it’s how we grow.
We are committed to responding promptly and accurately to the needs of internal customers and stakeholders.

1.4 Striving for Excellence

We do not take “no” as a final answer. We challenge assumptions, adapt continuously, and revisit ideas as technology evolves.
We invest in cost-effective technologies and future-ready infrastructure when breakthrough innovations are predicted.

1.5 Sharing and Teaching

We share what we know and continuously teach others—whether they report to us or simply wish to learn.
Knowledge sharing is a cultural pillar, not just a managerial responsibility.

Final Thoughts

The foundation of a great hotel isn’t built with bricks—it’s built with people and values. At The Everly Group, our culture is intentionally designed to support growth, accountability, openness, and compassion. The more we build into our people, the more our people will build the business.

✅ Culture doesn’t happen by accident—it’s engineered through shared values and consistent actions. If you’re serious about shaping a resilient, high-performance organization, start with what you believe and how you behave.

To be continued …………

New from Mastering Hospitality

Keys to Success in City Boutique Hotels — Location, Operations & Design

In collaboration with Siddhesh Narvekar & Hotelyug

This one’s short, sweet, and packed with insight — perfect for busy hoteliers looking to sharpen their edge in the city boutique segment.

With over 35 years in the industry, I’ve helped transform compact urban properties into standout performers. In this episode, I distill the essentials into a quick but powerful lesson.

We discuss:

-Why location alone won’t guarantee success
-Lean operational strategies that work in tight city spaces
-Smart design choices that attract high-value guests
-Real-world case studies from my journey across Asia

This one’s made for GMs, asset managers, developers, and owners who want actionable takeaways — fast.

Watch full course here →
https://lnkd.in/g9nNq2sP

Watch full video here→
https://hotelyug.com/courses/mastering-hospitality/module5/sub1/keys-to-success-in-city-boutique-hotels-location-operations-&-design

Let’s keep pushing the boundaries of hospitality excellence.

Follow for more leadership stories from the field:

Dennis Tan | The Everly Group | Siddhesh Narvekar | Hotelyug

New from Mastering Hospitality

Supply & Demand Projections for Hotels — A Data-Driven Approach

In collaboration with Siddhesh Narvekar & Hotelyug

Have you been watching all the videos we’ve been sharing lately?

If not, this one is a must — especially if you’re involved in pricing, forecasting, or operations.

With over 35 years in hospitality, I’ve seen how poor demand projections can cost millions — and how precise ones can turn around an entire season.
In this episode, I break down how I approach:

-Reading trends before your competitive set does
-Aligning supply to demand — not emotion
-Avoiding lost revenue in high-traffic periods
-Making decisions backed by market intelligence

This is more than finance — it’s the heart of leadership decision-making in hospitality.

Watch full course here →
https://lnkd.in/g9nNq2sP

Watch full video here→
https://hotelyug.com/courses/mastering-hospitality/module4/sub2/supply-&-demand-projections-for-hotels%E2%80%93a-data-driven-approach

Follow for more leadership stories from the field:

Dennis Tan | The Everly Group | Siddhesh Narvekar | Hotelyug