Pierson’s asset management practice is designed to protect margins and preserve asset value. The work begins with a comprehensive P&L audit, covering fixed and variable costs, departmental productivity, procurement efficiency, critical contracts, inventory cycles, losses, and rework. Using international benchmarks, Mr. Bucher identifies variances, bottlenecks, and performance opportunities.
Next, executive dashboards are implemented, connecting operational and financial KPIs in real time, including RevPAR, ADR, Occupancy, GOP, NOI, EBITDA, cash flow, online reputation, and NPS/GSS. The Board gains full visibility and control, supported by governance routines such as monthly and quarterly meetings and clear accountability by department.
Pierson acts directly rather than merely advising. The firm renegotiates contracts, reviews service SLAs, proposes organizational restructuring, adjusts revenue mix (F&B, events, spa, category upselling, packages), and revises pricing and distribution strategies. Each initiative is defined by targets, responsible owners, and deadlines, demonstrating measurable financial impact on the P&L.
Through periodic audit routines, operational checklists, and quality monitoring, Pierson stabilizes performance and reduces volatility. Departments with the highest margin impact, such as Housekeeping, F&B, and Maintenance, receive special focus, with emphasis on productivity, zero waste, and adherence to service standards.
The result is a disciplined operation with consistent margins, a preserved asset, and data-driven decision-making, improving risk rating, access to capital, and attractiveness to global brands.
For investors, owners, and operators of hotels and resorts seeking stronger operational control, financial efficiency, and stable results.
Ideal for independent operations aiming to achieve international governance standards, maximize profitability, and preserve asset value.
Pierson delivers data-driven P&L management through integrated dashboards and real-time performance indicators. Actions are direct, measurable, and demonstrate financial impact, supported by robust governance, audit routines, executive rituals, and full accountability across all areas.
Pierson delivers a rare combination of full executive leadership experience and boutique consulting. Mr. Bucher has led hotel operations at every level, granting him both the practical authority to recommend and the operational capability to implement. At Pierson, strategy never remains theoretical.
International quality applied to daily operations. The consultancy operates under LHW and AAA Five Diamond standards, from SOP design to inspection routines, ensuring service excellence in openings and repositionings. Guests perceive it; performance indicators validate it.
Hotel–residential integration. Pierson brings deep expertise in branded residences and mixed-use models, designing operational flows, contracts and service standards that diversify revenue streams and enhance asset value without compromising the guest experience.
Mr. Bucher’s career spans every level of hotel management, from Food & Beverage Manager and Director to Resident Manager, General Manager and CEO.
Independence. Pierson has no affiliations with operators or suppliers. It acts impartially, under strict NDAs, safeguarding investor interests and the long-term sustainability of the asset.
Corporate-level engagement with Boards of Directors and investors. Pierson structures governance, reporting, due diligence, valuation and ROI scenarios, serving as a bridge between operations and capital. This strategic fluency is decisive in attracting global brands and financing.
Pierson’s portfolio combines confidential consulting engagements under NDAs with the executive career of Mr. Bucher. On the consulting side, highlights include the repositioning of independent resorts in highly competitive destinations, openings with accelerated ramp-up, and turnarounds that successfully reversed downturn cycles, with a clear focus on margin recovery and reputational uplift.
In openings and reopenings, Pierson has led end-to-end pre-opening coordination: timelines, budgets, OS&E and FF&E, technology, training programs and full operational simulations. The result is properties launching with full operational readiness from day one.
In hotel–residential integration, the consultancy has structured branded residences with governance, SLAs and service models aligned with brand positioning, generating recurring revenue streams and real estate value appreciation.
This body of work demonstrates Pierson’s ability to both think and execute: to design viable strategy and deliver it with discipline, from the boardroom to the back of house.
