Resort/Spa Operations Turnaround

graph-thumbWorking as a Crisis Manager in a dynamic six-week engagement and, at the request of the Forbes 400 list owner, McManigle served as Interim CEO/General Manager and took  full control of an approximately $60 million world class resort, spa and real estate development.

This was necessary after allegations of significant conflict of interest were verified against the incumbent GM. The resort had also suffered a decline in its valued Mobil star rating. Drew provided decisive leadership and a transparent management platform that enabled rapid operational change. He investigated and confirmed an internal conspiracy to commit fraud. He gained authority and brought rationality to an out-of-control construction process while effectively and seamlessly managing hotel & food operations, including hosting a visit from Town & Country magazine. He rapidly and successfully initiated a “paradigm shift” in operations and management practices that enhanced employee and customer satisfaction while improving revenues.

Importantly, Drew McManigle improved relations between the resort, business partners and the small mountain community while establishing a “clean-slate” for the new industry CEO & General Manager to build upon. The Resort is now a Mobil Four Star and AAA Four Diamond Resort.

Learn more about McManigle crisis management success stories here

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It’s the operations stupid

Our approach is holistic: To rapidly understand, manage, and fix the operations – work ourselves out of a job as expediently as possible – leave with the business in better condition than when we arrived – and don’t cripple the enterprise with fees.

Financial analysis tells me where the business has been and where it’s going if its operations are not fixed – irrespective of the business product or service. We believe that financial analysis should never be the raison d etre for any engagement. Hours spent preparing reams of financial data and forecasts, no matter how astute, are likely not going to solve what got the core business into trouble in the first place.

In our view, with the exception of radical balance sheet debt restructuring, fixing the financials never fixes the business.

The point is: bad operations, including lackluster teamwork, an unsustainable culture, and poor quality, whether in product or service, have financial ramifications not vice versa. And in our experience, a shocking and profound result occurs when you fix the core business operations - the financial picture improves!

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