Pierson begins every engagement with robust feasibility studies that go well beyond occupancy and ADR. The diagnostic assesses qualified demand, direct and aspirational competition, pipeline of new developments, regulatory barriers, destination infrastructure, and currency risk. The analysis includes price sensitivity, seasonality, channel mix, and demand elasticity.
Based on these inputs, Mr. Bucher develops financial models with conservative, base, and expansion scenarios, defining explicit assumptions related to rates, sales mix, cost structure, capex, working capital, and return indicators such as GOP, NOI, EBITDA, payback, and IRR. When applicable, he conducts documentary due diligence and preliminary valuation, connecting strategy directly to asset value.
The executive report translates the diagnostic into a clear go/no-go decision and proposes a 90/180/360 roadmap with priorities, timelines, and accountable owners. The focus is to align brand intent, positioning, and product architecture with financial feasibility, avoiding projects that are viable only on paper.
Pierson also evaluates ancillary revenue streams, including destination-curated F&B, wellness as a core pillar, events and MICE, clubs and memberships, local experiences, retail, and branded residences. This multi-layered approach expands revenue sources and mitigates seasonality risk.
At the conclusion, investors receive reliable numbers, auditable assumptions, and a clear roadmap to transform feasibility into a high-performing asset, with governance and performance indicators defined from the outset.
For investors, family groups, developers, and owners of independent hotels and resorts seeking to develop, reposition, or expand hospitality assets based on a solid technical foundation and an international perspective.
Ideal for those aiming to minimize risk, secure sustainable returns, and translate strategic vision into real operational performance.
Pierson combines international benchmarks and auditable assumptions with an integrated view of product, brand, and financial results. Each engagement is built upon a clear strategic roadmap, supported by performance indicators that convert potential into tangible value for investors.
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.
