We can't predict the wind, but we can manage the sail.
Senior operators on the owner's side of the table — through assessment, development, and operation.
Across luxury and full-service hotels worldwide.
Founded in 2019, Jibe Hospitality Group represents capital invested in hotel assets — independently, and from the owner's side of the table. We translate the complexity of hotel ownership into clear strategy and capital plans that hold the right balance between risk and opportunity.
Asset management alone misses the operating story. Reading a P&L tells you what happened; an experienced operating team tells you why — and what to do about it on property. That combination of asset and operating perspective is what Jibe is built around.
A two-phase advisory model, with the option to extend into ongoing asset management.
A focused review of your franchise and management agreements alongside the upcoming operating budget. We benchmark against historical performance, STR data, and market conditions, and deliver an ownership-level recommendation on areas of concern and on approval of the budget.
An on-property engagement covering revenue, expense, quality, and capital — delivering a written SWOT and a prioritized action plan for ownership and management.
Beyond the two-phase review, we extend into the work that protects the asset over time.
Systems and resource set-up, design review, and brand-standard alignment. We make the transition from development to operation read as operational excellence on opening day — not a milestone barely met.
Ongoing oversight of operator performance: monthly review, business-plan and budget challenge, owner-side representation in management meetings, and performance-test tracking across the term of the HMA.
Feasibility studies, pro-forma and preliminary budgets, conceptual marketing plans, and franchise / brand evaluation. An owner-side view on the choices that shape the asset before it ever opens.
Owner-relations management, HOA coordination, oversight of revenue-share programs, and inventory quality control — a specialty most management firms don't have the team for.
Concept development, menu architecture, and operating model — informed by chef-led experience in award-winning kitchens and resort and hotel F&B at scale.
Fixed-fee phased engagements, with hourly rates for out-of-scope work. Full terms are set out in each engagement's agreement.
Owner-side mandates, delivered in Jibe's name.
Before founding Jibe, the partners led operations, pre-opening, and advisory mandates across Europe, Asia, the Caribbean, and the United States — much of it during Edward Shapard's tenure as Managing Director of Hospitality at Timbers Resorts.
We measure ourselves by your return, not by the length of an engagement. Owner's mindset, owner's economics.
Every recommendation comes from someone who has carried the pager — practical, accountable, and grounded in the realities of running a property.
Sensitive assets, sensitive transitions. We work quietly, and we keep what we learn to ourselves.
For new engagements, partnership opportunities, or a capability briefing.