We believe hotels at their very core, are conduits of energy and human emotion.
Hotels are spaces where stories intertwine, where dreams are nurtured, and where connections are forged.
It is within these walls that we can truly harness our potential to impact the lives of our three key stakeholders Owners, Guests, and Team.
Investing in a hotel is a substantial commitment. We support owners in the investment journey through Partnership and Performance.
Our dedication to exceptional service is unwavering and our mission is to create memorable experiences for our guests.
We have created the home of hospitality where the best and brightest talent in the industry can come together and flourish.
We are unwavering in our commitment to exceed expectations, create memorable moments, build lasting relationships, and transform lives.
What is Independent Hotel Management?
The Trilogy Operating Model
Global Hotel Brand Benefits
Global distribution, global loyalty, global S&M, global brand activation
Purchasing power, favourable terms with key global suppliers such as OTA’s
Global focus, driving brand equity & market penetration, loyalty program
Trilogy Hotels Benefits
Bespoke, hotel-specific S&M, market specific revenue management
Street smart local management, hotel-specific purchase agreements, clustering, labour productivity, removal of non-essential brand costs
Local focus, driving Owner & Guest satisfaction, team engagement & growth, detailed performance metrics, and improved Owner returns
Hotels We Manage
We are proud to operate the following quality investment-grade assets.
Sydney, NSW 2000
517 Rooms, 2 Restaurants, 1 Bar
Ideally located for business and holiday travel, the Mercure Sydney offers stunning views of Sydney’s CBD skyline, nine conference spaces, a rooftop pool, a fitness centre, and the award-winning Platform 818 Restaurant and Bar.
Ibis Sydney World Square
Sydney, NSW 2000
166 Rooms, 2 Restaurant and Bar
In the heart of the central city, this affordable hotel offers an unbeatable location near iconic landmarks, including the Capital Theatre, as well as a fitness centre, business centre and meeting space, all just moments from the CBD.
Braddon, ACT 2612
129 Rooms, 2 Restaurant and Bar
A heritage-listed hotel, perfect for exploring the capital city’s most sought-after attractions. Ideal for both leisure and business, it features a bistro, an iconic public bar, meeting rooms, and private parking on its historic grounds.
Fairmont Resort Blue Mountains
Leura, NSW 2780
224 Rooms, 6 Restaurants and 2 Bars
This award-winning resort offers world-class leisure facilities: a skating rink, wellness spa, golf, and conference venues. From romantic getaways to memorable family escapes, it is the epitome of upscale accommodation in Leura.
Between them, the three founders of Trilogy Hotels have an unmatched combination of experience in the tourism and hospitality industry in Australia and throughout Asia.
Chief Executive Officer
One of the most respected and accomplished Hoteliers in the Australian market. A 30-year journey commencing with graduating from the Blue Mountains Hotel School through to his most recent role as Senior VP Operations, Pacific North at Accor overseeing a portfolio of 85 Hotels.
Over 35 years of experience providing commercial and legal advice to hotel owners, operators, developers and financiers across Asia Pacific. As Global Head of M&A at JLL, advised on significant transactions of hotel management platforms and portfolios including Accor’s $940M USD takeover of Mantra Group.
Chief Operating Officer
Grant has a unique combination of experience having spent 20 years in senior operational roles for global operators IHG & Accor as well as 8 years in senior asset management roles for large-scale listed entities. Extensive experience across all brand tiers and complex operations.
Why the Independent Management model
A Case Study
The rise in popularity of the Independent Management Model in Europe prompted HVS to publish an article in January 2023 explaining the key factors behind the increase in popularity and a case study on the outcomes derived from the independent management model.
Profit & Loss Improvements
Within the article a hypothetical profit & loss assessment highlighting the comparative outcomes for each model was included (see inset)
The article concluded a 3rd party operating model delivering a premium of 18% at the EBITDA level (assuming the same top line).
Improve Asset Values
The adoption of the model in Australia and New Zealand has the potential to unlock cash flow and improve asset values for investors.