We help owners and investors unlock performance and a genuine sense of place, across the full lifecycle of a hospitality or living asset.
House of Places is a strategic advisory firm for owners, investors and operators across hospitality and living.
Two sectors converging faster than most portfolios or teams are built for. We work across the full lifecycle of an asset, from the first feasibility study through to exit, connecting capital, places and experiences at every stage.
Institutional investors, family offices and private equity navigating acquisition, capital structuring and long-term value creation across hospitality and living assets.
Teams shaping hospitality-led and mixed-use developments who need feasibility, positioning and capital strategy built for the full lifecycle, not just the opening.
Operating businesses and boards seeking interim leadership, governance counsel and turnaround expertise through periods of change.
Nine services, drawn on in whatever combination a brief demands — from underwriting and operator selection through to turnaround, repositioning and exit.
Whether you’re developing from scratch or repositioning an existing asset, we provide the strategic foundation to move forward with clarity. Our advisory is grounded in detailed market research, commercial feasibility, and years of hands-on operational experience across hospitality and living assets.
Underwriting, acquisition due diligence, and business-plan validation at the point of decision. We structure the capital stack and connect the right capital to the right opportunity, working directly with private equity, institutional investors and family offices on capital raising, debt structuring and transaction advisory. Independent of any lender or capital provider.
Selecting the operating partner who will define an asset for the next decade, and negotiating the agreement that protects an owner’s interests for just as long. We bring an operator’s own understanding of brand fit, management structure, and commercial terms to every negotiation, on the owner’s side of the table.
Value creation across the hold: commercial, revenue and distribution uplift, capex and development oversight, and exit readiness. Independent of any operator, and focused on performance for the life of the asset, not just at acquisition.
Fund-level and C-suite mandates, interim CEO and COO leadership through periods of transition, and the reshaping of management teams and boards to match where a business is going next.
Stabilising hospitality and living businesses in financial stress: operational turnaround, margin recovery, and stakeholder management across lenders, creditors and government bodies.
Rebrand, reposition, upscale or reconcept. Advisory on brand and concept change, unlocking value from underutilised space within an asset, and the distribution strategy that builds brand equity and rate for trophy and ultra-luxury assets.
Building and scaling vertically-integrated hospitality and living platforms: portfolio acquisitions, alternative asset fund structuring, and structural growth programmes across international markets.
Bringing a hospitality and living lens to where capital goes: which assets to back, how to shape them, and how to tell the story. It’s about seeing what a building could become through the stay, the numbers and the exit, not just what it looks like today.
Most briefs draw on several of these at once. The combination is what the engagement actually is.
Some clients come to us with a single asset that needs repositioning. Others are raising capital, selecting an operator, structuring a fund, or trying to understand what a portfolio could become before they commit to it. Whatever the brief, we bring the same way of looking at things: commercially disciplined, operationally grounded, and led by someone who has sat on every side of the table — investor, owner, operator and advisor — rather than a large consultancy assembling a team around a template. We do not apply one methodology to every asset. Instead, we move between the lenses that matter for that specific brief and that specific stage of the asset’s life: what the numbers can actually support, what an operator can actually deliver day to day, what protects an owner’s long-term value, and what gets a decision followed through, not just agreed in a meeting.
These lenses are not a sequence. We move between them depending on the brief.
01
Does the capital stack hold?
We start with what the numbers can actually support: underwriting assumptions, debt capacity, business-plan validation, and the return profile a specific capital partner actually needs. A story only earns the right to be told once the capital structure behind it is sound.
Transactions, Capital & Debt Advisory · Asset Sourcing & Strategy · Platform & Fund Creation
02
Can it actually be delivered?
A brand promise or a business plan means nothing if the team on the ground can’t deliver it, day after day, under real conditions. We test every strategy against operational reality, structure operator agreements so incentives stay aligned, and select partners on their ability to execute, not just their brand recognition.
Operator Selection & HMA Negotiation · Asset & Portfolio Management · Turnaround & Restructuring
03
What protects long-term value?
Independent of any operator or capital provider, we protect the owner’s interest across the life of the asset: commercial and revenue performance, capex sequencing, distribution strategy, and exit readiness. Decisions made at acquisition are tested against how they hold up years later, not just at settlement.
Asset & Portfolio Management · Strategic Advisory · Commercial, Brand & Repositioning
04
Does the decision actually get carried out?
Strategy that stops at the boardroom door rarely survives contact with a business in transition. We take board and interim leadership roles precisely because the follow-through — reshaping a management team, stabilising a business under financial stress, holding a turnaround plan to account — is where most strategies actually succeed or fail.
Board, Interim & C-Suite Leadership · Turnaround & Restructuring
05
Does it hold together as a place?
Underneath every number is a place people choose, or don’t choose, to stay in, live in, or return to. We keep the guest and resident experience in view throughout — not as the starting point, but as the test that every capital, operator and ownership decision has to pass before it’s called a success.
Commercial, Brand & Repositioning · Strategic Advisory · Asset Sourcing & Strategy