Monika Michałek
From investment concept to a profitable hotel.
- Hotel investments
- Pre-opening
- Hotel management
- Staff training
For over 30 years I have supported hotel investors, owners and operators — from the investment concept, through construction and opening, to stable operations.
Experience in numbers
- 30+years in hospitality and hotel management
- 4openings of the first ibis Styles, Moxy, Halo and voco hotels in Poland
- PLN 130mvoco Katowice investment — operational oversight of the hotel's preparation
- 5hotel groups: Accor, Marriott, IHG, Choice and Polski Holding Hotelowy
- Member of the Hotel Classification Committee, appointed by the Marshal of the Silesian Voivodeship
What stage is your hotel at?
A hotel, layer by layer
Six areas of work — from the building plot to the first guest.
Investment and strategy
Before the first floor slab is poured: the hotel concept, budget and opening schedule.
Full scope (15)
Advisory for investors
- review of the hotel concept and functionality
- review of front office, F&B and back-of-house layouts
- collaboration with architects and interior designers
- operational input at the hotel design stage
- operating cost analysis
- preparation of budget assumptions
- preparing the hotel for franchise requirements
Project strategy
- pre-opening schedule
- operational opening plan
- project risk analysis
- operating budget and cost control
- organisational structure and staffing plan
- department launch schedule
- OS&E planning (Operating Supplies & Equipment)
- implementation of operating standards and procedures
Operational oversight of construction
Supporting the investor in preparing the hotel for opening from an operational perspective.
Full scope (7)
Operational support for the investor
- operational support for the investor
- participation in site meetings and other meetings on solutions that affect the future operation of the hotel
- checking that the solutions being built meet the operational requirements of the chosen hotel brand
- monitoring progress and the schedule in terms of the hotel's readiness to open
- working with the investor, design team and contractors on matters concerning the hotel's future operation
- identifying operational risks that could affect the hotel launch
- preparing the hotel and all departments to start operating
Approvals and hotel classification
The critical path before opening: required inspections, approvals and documentation.
Full scope (7)
Preparing the hotel for approvals
- preparation for the required approvals and inspections
- preparation for State Fire Service inspections
- preparation for sanitary inspections (Sanepid)
- coordinating the handover documentation
- preparing the documentation and the property for star classification
- monitoring the rectification of defects found during approvals
- preparing the hotel for handover to the operator and the start of operations
Equipment and operational readiness
From OS&E planning to equipment and back-of-house areas ready for opening.
Full scope (5)
Operating equipment (OS&E)
- preparation of operating equipment lists (OS&E)
- monitoring deliveries against the hotel's opening readiness
- checking equipment for completeness and conformity with orders
- organising and preparing operational storerooms
- preparing hotel departments to start operating
Team and brand standards
Team, procedures and brand standards ready for opening day.
Full scope (10)
Building the hotel organisation
- organisational structure design and job descriptions
- preparing and running recruitment of management and staff
- onboarding and training plans
- on-the-job training
- building the organisational culture
- preparing the team for opening day
Implementing brand standards
- implementing the requirements and standards of IHG Hotels & Resorts, Marriott International, Accor and Choice Hotels
- developing and implementing operating procedures and quality standards
- preparing operational documentation
- preparing the hotel for brand audits
Opening and stabilisation
Opening day is the start, not the finish line. The first weeks decide the results.
Full scope (8)
Preparing and launching the hotel
- preparing the hotel to start operating
- coordinating the hotel opening process
- overseeing the launch of all hotel departments
- supporting teams in the first weeks of operation
- solving day-to-day operational issues
- optimising operating processes after opening
- monitoring operating results and implementing measures to reach the target KPIs
- stabilising operations and supporting the owner and the General Manager
A hotel ready for its first guests
Every layer in place, the lights on.
Illustrative image — not an actual project.
Day 0
First guests. From this day on, results count.
“My goal is to create a hotel that is ready not only to open, but above all to deliver lasting business results from the first day of operation.”
The hotel is already open
Rebranding, team training, change of operator, interim management, restructuring and better hotel results.
- analysis of the hotel's operational potential
- preparing the hotel for the new brand
- implementing the new brand's standards and training the team
- preparation for brand audits
- action plan and rebranding schedule
- preparing the hotel to operate under the new brand
- coordinating the operational roll-out of the new brand
- training for operational teams: guest service standards and departmental procedures
- on-the-job and induction training for new employees
- training for general managers and management teams: operations, budget and P&L, team leadership
- training for hotel owners: reading hotel results (P&L, KPIs) and working with the operator and the General Manager
- preparing the team for brand audits and star classification
- training programmes tailored to the hotel's needs and stage of development
- preparing the hotel operationally for franchise requirements
- implementing the standards of the chosen brand: IHG Hotels & Resorts, Marriott International, Accor or Choice Hotels
- preparing the hotel operationally for a change of operator
- preparing the hotel for brand audits
- interim hotel management and operational continuity
- handover and preparing the new General Manager to take over
- building and developing the team
- restructuring of operations
- analysis of financial results, operating costs and profitability (P&L, EBITDA)
- analysis of service quality, guest reviews and guest satisfaction
- assessment of the efficiency of operating processes and work organisation
- operational audits, recommended improvements and monitoring of their effects
- operational audit of the hotel
- analysis of financial results and operational efficiency
- recommending optimisation measures before the sale
- organising the operational documentation
- supporting the owner in preparing the hotel for the sale process
Each service can be booked separately or combined into a single project. Discuss your project
Seven hotels, four brand premieres in Poland
Openings of the first ibis Styles, Moxy, Halo and voco hotels in Poland — from operational preparation to the start of operations.
- pre-opening project management
- coordinating the operational preparation of the hotel for opening
- implementing IHG Hotels & Resorts brand standards
- representing the investor in dealings with partners and public authorities
- operational oversight of the hotel's preparation within a PLN 130m investment
- building the organisational structure and recruiting the team
- preparing the hotel operationally for approvals, star classification and opening
- full preparation of the resort for opening
- building the organisational structure
- recruiting and training the team
- implementing operating procedures
- coordinating preparations for the start of operations
- end-to-end delivery of the pre-opening project
- managing the hotel's preparation from construction to opening
- recruiting and training the team
- implementing Marriott International operating standards
- preparing the hotel for audits and opening
- managing the hotel as General Manager
- full rebranding of the hotel
- managing the rebranding process
- implementing Accor brand standards
- preparing the hotel to operate under the new brand
- managing hotel operations
- coordinating the rebranding process
- implementing Novotel brand standards
- preparing the hotel to operate under the new brand
- operational support during the transition
- managing hotel operations
- implementing ibis brand standards
- optimising operating processes
- managing the quality and profitability of the property
- implementing and overseeing the ISO 9001 quality management and ISO 14001 environmental management systems
- preparing the hotel operationally for opening
- preparing and carrying out the handover of the property from the owner to the franchisee
- onboarding the franchisee in cooperation with Choice Hotels International
Hotel chain and brand names belong to their respective owners.
On every side of the table
- General Manager
- Director of Operations
- Regional Director
- CEO
This is why I understand the perspective of every party — the investor and owner, the hotel operator and the operations team.
I have led projects for Accor, Marriott International, IHG Hotels & Resorts, Choice Hotels International and Polski Holding Hotelowy — from the operational preparation of the investment, through pre-opening, opening and rebranding, to the launch and operational stabilisation of hotels.
As General Manager I was responsible for the operational preparation and launch of the first ibis Styles, Moxy and voco hotels in Poland.
I am a member of the Hotel Classification Committee, appointed by the Marshal of the Silesian Voivodeship.
Areas of expertise
Hotel investments
- pre-opening and opening
- rebranding
- operational advisory during hotel construction
- due diligence
- asset management
- hotel restructuring
Operations management
- international chain hotels
- multi-property management
- project and change management
- operational audits and quality management
- hotel star classification
Business management
- financial management (P&L)
- profitability optimisation (EBITDA)
- revenue management
- budgeting and cost control
- strategic planning
Team management and leadership
- organisational structures
- recruitment and team development
- leadership and management development
- organisational culture
International hotel brand standards
- IHG Hotels & Resorts
- Marriott International
- Accor
- Choice Hotels International
- implementing operating and quality standards
Experience gained working with Accor, Marriott International, IHG Hotels & Resorts, Choice Hotels International and Polski Holding Hotelowy.
Hotel opening planner
Choose the planned date for welcoming your first guests. The planner will show an indicative schedule for preparing the hotel for opening.
Let's talk about your project
Please briefly describe the hotel and the project stage. I will reply by e-mail.
