Operational due diligence and transition planning for a 900+ room resort changing hands.

Taking on an 800+ room resort and bringing it into operation under a new structure.

Bringing a fully renovated 900+ room resort back into operation.

A structured handover of an 800+ room resort between operating teams.

Reopening a renovated 900+ room property against a fixed season start.

A smaller property transferred between operators without a break in trading.

Opening a 500+ room resort in Asia and running it through its first cycle.

A 200+ room resort renovated and recommissioned as a single programme.

A hotel project taken from construction handover through to a running operation.

Three years of management responsibility for a 550+ room Caribbean resort.

A second Caribbean property run under the same management structure.

A 550+ room resort commissioned and then operated over a six-year period.

Management of a 1,200+ room resort — the largest property among these cases.

A large-scale event planned and produced inside a working hotel operation.

Recommissioning an 800+ room resort after a full renovation.

Rebuilding the main all-day dining concept of a resort around its actual service load.

One visual system and one asset library for a group that had grown five different looks.

A 450+ room resort assessed, acquired and brought into operation.

Distribution rebuilt for a four-property group so direct booking became a real channel.

A 900+ delegate congress and incentive programme planned end to end.

A standalone restaurant concept defined from kitchen capability outwards.

A 500+ room resort assessed, taken on and commissioned for its first season.

TEX Group’s own brand architecture, defined and protected as one trademark programme.