How a Top 20 Hotel Management Company standardized CapEx and PIP execution across multiple properties

Hospitality management companies live in the middle of competing priorities. Owners want confidence and clear reporting. Brand teams want PIP compliance and documentation. Operators want minimal disruption. Accounting wants clean approvals and backup. Vendors want fast answers and clear requirements.

What breaks most teams is not effort. It is workflow.

This case study reflects a real deployment with a Top 20 hotel management company. The identity is anonymized, but the outcomes and the operational patterns are real.

The challenge

Across a multi-property portfolio, CapEx and PIP work was being managed through a familiar mix of spreadsheets, email approvals, and scattered documentation. The team could track spend, but controlling it in real time across multiple properties, stakeholders, and project types was difficult.

PIPs added pressure. Brand-driven scope and documentation requirements created constant questions. Budget revisions multiplied. Pending costs were tracked in different places. Approvals were hard to audit. Monthly reporting required manual assembly, and too much time was spent reconciling versions instead of running projects.

What was at risk

When CapEx and PIP execution runs on fragmented tools, the risk shows up in predictable ways:

• Budget version drift across properties and projects

• Owner and brand escalations because supporting details are hard to locate

• Approvals living in inboxes instead of an auditable workflow

• Vendor documentation gaps that delay work and payment

• Slow reporting cycles that pull PM and accounting time into admin tasks

• Reduced owner confidence because answers are slow, inconsistent, or hard to trace

The workflow change

The management company implemented Rivur as the system of record for CapEx and PIP execution and reporting. The goal was not to create more reporting. The goal was to make reporting the natural output of day-to-day workflows.

Key changes included:

• Budget version control and variance visibility across revisions

• A pending costs log with lifecycle history and linkage to change orders

• Vendor document collection and expiry tracking for required items

• Invoice intake and approvals captured inside the workflow with a clear audit trail

• Standardized monthly reporting views for ownership, brand teams, and internal leadership

• Portfolio rollups to compare progress and exposure across properties

Results

Metrics below are representative ranges from real deployments, with the client identity anonymized.

• Monthly CapEx and PIP reporting assembly time reduced by 40 to 70 percent

• Approval cycle times reduced by 25 to 50 percent

• Missing backup and compliance exceptions reduced by 30 to 60 percent

• Fewer last-minute escalations because budget status, commitments, pending exposure, and change rationale were visible throughout the month

• More consistent owner and brand communication due to standardized reporting structure

Why it worked

The team did not work harder. They changed the workflow so that controls and documentation were built into the process.

That created:

• One source of truth for budgets, approvals, documentation, PIP scope, and change control

• Traceability from pending exposure to approved change, without losing history

• Role separation between project teams and accounting, with shared visibility

• Faster alignment between ownership, brand, and operators because the supporting detail was attached and current

The takeaway

If you manage multiple hotels, consistency is leverage. CapEx and PIPs do not scale on spreadsheets. A standardized workflow reduces admin load, improves owner trust, and helps you execute more projects without scaling headcount.

Metrics shown are representative ranges from real deployments. Client identity anonymized.