Deciding on an international brand or repositioning an independent property requires method and market insight. Pierson conducts comparative analyses of proposals, including royalties, marketing fees, central reservation systems, required capex, termination clauses, and performance tests, projecting their impact on valuation. The objective is to balance the interests of operator and investor.
When the strategy is independence, Pierson leads a full repositioning: product (rooms, F&B, wellness), operations (processes, standards, maintenance), commercial strategy (distribution, GDS, B2B, OTAs, website, CRM), and branding (brand DNA, narrative, visual identity). The property competes as a brand, with coherence and differentiation.
In management and franchise negotiations, Mr. Bucher supports due diligence, term sheets, key clauses, and transition timelines, ensuring clarity of responsibilities and performance mechanisms. Pierson follows through on implementation, ensuring compliance with international standards through inspections and training.
For openings and reopenings, Pierson coordinates the entire pre-opening phase, including budgets, critical path, demand forecasting, recruitment, OS&E/FF&E, PMS/CRS/RMS/CRM/BI setup, SOPs, and operational simulations. Reaching Day 1 with quality and consistency reduces reputational risk and accelerates revenue ramp-up.
The result is a clear competitive identity, stronger commercial conversion, and enhanced perception of value, with or without a global brand.
For owners, investors, and family groups evaluating the attraction or replacement of an international brand, or repositioning their property as an independent brand.
Also recommended for operations in transition, including openings, reopenings, or management changes that require governance, brand coherence, and measurable return.
Pierson applies international valuation and performance metrics to guide strategic decisions. Each engagement involves a comprehensive repositioning, ensuring brand coherence and value creation.
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.
