Your hotel, run by
an operator who lives in Palm Springs.
Full management for independent and boutique hotels in Palm Springs and the Coachella Valley: the team, the operations, the revenue and the P&L, run on property by the person who answers for the number. Not a regional office three states away.
- On propertyPalm Springs and the Coachella Valley, in person
- The whole P&LBudget, costs and revenue, ours to answer for
- In your nameEvery account, contract and login stays yours
- One operatorThe person accountable is the person you call
Not advice.
The hotel, run.
A consultant sends a report. A management company sends a manager. Under management, RHG owns the day: the staffing, the standards, the prices, the vendors and the number at the end of the month. You see the financials and the person responsible for them.
The team and the day
Hiring, scheduling, standards and the calls a general manager makes every day. Made by the operator, on property, not reported to you after the fact.
Revenue, with authority
Prices set every day, the booking sites worked, groups priced and contracted. Done directly, not proposed to an owner three time zones away.
The whole P&L
The budget, the cost line and the revenue line, ours to answer for. Vendors, payroll and the maintenance list included.
The building
Preventive maintenance, the punch list, the capital plan and the contractors, run from the property, not from a ticket queue.
The system, installed.
Then run, every day.
Every hotel we manage runs on the same eight parts, set up in the owner's name. The difference under management is who operates them: we do, on property, with the results in your monthly report.
- 01The rooms
- 02Your website and booking engine
- 03The booking sites and Google
- 04The revenue system
- 05The guest list
- 06The extras
- 07The front desk system
- 08The team
We don't just advise on openings.
We are opening one.
The Modern Hotel Launch is under way: systems, distribution, revenue and standards, built before the first guest. Management follows the opening, and so does the case study.
The case studiesEight opened. Four repositioned.
Every one on the wall, by name.
Most of them within twenty minutes of this office. The openings ran from the pro forma and the permits to the first guest; the repositionings took a hotel that was open and made it earn.
- Opening now01
The International Hotel & Suites
Palm DesertThe Modern Hotel Launch, concept to first guest. Management follows the opening.
- Opened02
The Paloma Resort
Palm Springs$1.5M in year-one revenue. Featured in Travel & Leisure.
- Opened03
Twist Palm Springs
Palm SpringsCondos and short-term rentals turned into a hotel. 60% of bookings direct.
- Opened04
Limón Palm Springs
Palm Springs - Opened05
The Stardust
Palm Springs - Opened06
Dunes Palm Springs
Palm Springs - Opened07
Bellevue Oasis
Palm SpringsThe first pro forma built by hand, then the build itself, walkway by walkway.
- Opened08
Float Palm Springs
Palm Springs$1.2M in renovation financing secured.
- Repositioned09
The Creekstone Inn
Idyllwild - Ran10
Sands Hotel & Spa
Indian Wells46 rooms, $5M a year. 9.8 on Expedia, 4.9 on Google. Condé Nast Traveler and Forbes.
- Ran11
The Saguaro
Palm Springs255 rooms. Into the top four hotels in Palm Springs on TripAdvisor.
It starts with a score,
not a contract.
Every management engagement begins with the audit, because the audit is where we learn the hotel before we take the keys. If it is not a fit, we say so on the call.
- 01A 15-minute fit callYou pick the time. We confirm the hotel is in Palm Springs or the Coachella Valley, hear what is not working under current management, and say whether the audit is worth your time.
- 02The Modern Hotel AuditFree. The hotel scored out of 100 across seven areas, every finding priced in dollars, with the evidence behind each number.
- 03The engagement, scopedScope of authority, the transition from your current operator, and the plan for the first ninety days, agreed in writing before anything starts.
- 04Day one on propertyAccounts, keys and the team handed over with RHG on site. Every system in your name from the first day.
Walk the hall. Every frame is from the job.
Photographed by Adam, on the property: the dirt before the drawings, the rooms after, and the nights the doors opened.
Adam Ramirez.
Operator first.
Adam has spent 10+ years opening, repositioning and running independent and boutique hotels, many of them in Palm Springs, and still prices hotels every morning. Ramirez Hospitality Group is how an owner gets that work without hiring for it.
The method is the product and it lives in your own accounts: every rate plan, rule and piece of data belongs to you. A second contact is named on every account. If you wanted to take it over tomorrow, you could.
- ·8 hotels opened from concept to ribbon-cutting
- ·4 properties repositioned after renovation or ownership transition
- ·50+ independent and boutique hospitality properties worked with
- ·$10M+ in annual hotel revenue managed
- ·6 funded feasibility projects with full pro formas
“Proactive about setting rates, not reactive. He always had a strategy instead of reacting to what everyone around us was doing, and he did it for every property.”
Photographed by Adam, on the job.
Asked by owners,
answered plainly.
Do you manage hotels outside Palm Springs and the Coachella Valley?
No. On-site management is limited to Palm Springs and the Coachella Valley, because being physically on property is central to how RHG runs a hotel. If you own a property here and live elsewhere, that is exactly the owner this fits: the hotel being local is what matters, not where you are.
Which cities do you cover?
Palm Springs, Palm Desert, Rancho Mirage, Indian Wells, La Quinta, Cathedral City, Indio, Desert Hot Springs and the rest of the Coachella Valley. The office is in Palm Springs; every managed hotel is within a short drive of it.
How is management different from Revenue Management Services?
The subscription is the revenue department: RHG sets and moves your prices inside rules you set, works the booking sites and prices your groups, while you keep running the hotel. Management is RHG running the hotel: the team, the operations, the building and the whole P&L.
Can you take over a hotel that is open and struggling?
Yes. The reset is the same discipline as an opening, compressed: the audit first, then the systems, the pricing and the standards put right in order. Four of the hotels on the track record were repositioned this way.
Who is actually on property?
RHG is operator-led and small on purpose. The person accountable for your P&L is the person you talk to, not an account manager reporting up through a regional office.
Is RHG looking to grow beyond management contracts?
Yes, and it is worth saying plainly: the long-term direction is owning and operating properties directly, and a management engagement is sometimes the first step in that conversation. That is not a condition of working together. It is context, in case it interests you as an owner.
Own a hotel in the valley?
Let's start with the score.
A 15-minute call with Adam, then the free audit. If management is the right move, the plan comes from the findings.