I have spent fifteen years in international five-star hospitality, from the dining room and cellar of Enoteca Pinchiorri and Per Se to Borgo Egnazia and Villa d'Este.
Since 2023 I have sat on the board of Borgo Vescine in Chianti as Hospitality Strategy Director, responsible for its positioning, commercial performance and product strategy. I led its conversion from four to five stars, working with ownership on CAPEX priorities, product definition and value creation.
Today my work sits where development meets operation: conversion, repositioning and asset strategy for owners and investors who want their investment thesis to hold once the hotel opens its doors.
Professional profile
Why the operator's view matters
Hotel investments are decided on spreadsheets and design boards. They succeed or fail on the floor: in the room mix, the F&B model, the real cost of the service the brand promises.
In the early days, I started in restaurants and wine cellars, where every bottle and every cover has a margin. I then ran the commercial side of a hotel and joined the board table where capital is allocated. That path taught me to read a project from both sides: what guests will pay for, and what it costs to deliver it.
So when I look at a conversion or a repositioning, I start with the questions an investor needs answered early:
What rate can this product actually achieve?
Which investments move that rate?
Can the team sustain the experience being sold?
What I bring to an owner
Development and feasibility. Conversion and repositioning, concept and room-mix definition, achievable-rate and feasibility analysis, CAPEX prioritisation.
Asset and performance. P&L ownership, budget review and challenge, ROI and payback analysis, KPI monitoring.
Owner side. Board reporting, owner representation, brand and soft-brand evaluation, negotiation with stakeholders and suppliers.
Commercial foundation. Luxury positioning, ADR strategy, distribution and channel mix, international luxury networks.