Our role was to bring an independent, institutional perspective to a family business at a strategic crossroads, while respecting its heritage and performance record. This included ongoing advisory support that focused on:

• Transition pathways: Structured ownership and management options were modelled to show the valuation, governance, and legacy implications of a sale, third-party management, or continued family operation.

• Governance and succession: Recommendations were made to formalise decision-making and governance frameworks, preparing the hotel for either family oversight under a new hotel director or the appointment of a third-party operator.

• Value uplift strategy: A targeted capex and asset management plan was designed to enhance earnings quality in the years preceding transition, sequencing investments in bedrooms, spa and leisure, and operational efficiency to support EBITDA uplift and protect positioning.

• Strategic optionality: Expansion opportunities including additional rooms, event facilities, and staff housing were tested for their ability to create long-term flexibility — strengthening the hold-and-grow case, while also embedding an upside narrative for any potential sale.

The work provided the family office with a clear and independent transition roadmap. It aligned family members around the available options, quantified the steps required under each, and established a tactical plan for enhancing value ahead of succession. By linking governance reform, asset management, and ownership strategy, Horwath HTL enabled the family to approach succession not as a loss of control, but as a managed transition — ensuring that whichever path is ultimately taken, both value and legacy are preserved.

Project Location

Ireland