Hotel Management Company
for Independent and Boutique Properties
Full operational takeover for hotels in Palm Springs and the Coachella Valley — revenue, staffing, and P&L, run on property by an operator who lives in the market. Not a regional office three states away.
Local means on property. That's the whole difference.
Four properties repositioned end to end · Palm Springs & Coachella Valley, on site
One audit. The whole property,
scored, and sized in dollars.
Free. Your property scored out of 100 across seven areas, each against what a well-run independent of your size can actually do, every finding priced in dollars with the evidence behind it. The two most valuable fixes are written out in full, yours to keep whether we work together or not.
Every finding is tagged to the cheapest plan that captures it, so the plan decision is arithmetic, not a pitch. The catch, in full: at the end we ask whether you want help fixing the three lowest scores. That is the whole catch.
The audit is built for properties already bringing in around $500,000 a year, or within reach of it, whose owner is ready to make a change. If your rooms bring in $400,000 and there is $50,000 to $60,000 on the table, you are a candidate.
Start here. Where the revenue is leaking today, and the order to fix it in.
Start with The Modern Hotel Plan: demand, the math and the value, before capital is committed.
The Plan first, then The Modern Hotel Launch: ten phases, concept to ribbon-cutting.
A top-rated property with the revenue function missing. The most fixable configuration there is.
The owners asked for 10 to 15%. The conservative case alone reaches 12%, so the target is met before leaving the cautious math. Three cases per finding, nothing double-counted, every figure traced to a timestamped exhibit.
- Rate normalization$53K
- Booking.com$18K
- Events$15K
- Buyouts$12K
- Min-stay$10K
- Pet fee$8K
An A for reputation, F's where the money is. Sorted best first, because the A is the point: the asset is excellent, the revenue function is missing.
Fixed weights on every property (pricing counts 25%). Every grade carries a confidence tag when the data is thin.
A short questionnaire, your PMS exports, and a voice memo on what keeps you up at night.
Rate shops, channel captures, and market data, all timestamped, none of it needing anything from you.
Thirty-five checkpoints, seven grades, one composite, dollars on every finding.
A scored dashboard and a written report, with the evidence behind every number.
Review themes, The Lincoln
Price came up once. The guests do not think the hotel is cheap. Only the rate sheet does.
The two highest-value quick wins, given away in full. Not the two cheapest.
For The Lincoln: reprice the dates that always sell out (New Year's Eve was selling at $149; a $279 floor with a three-night minimum) and add the $35 pet fee the market's default pet hotel had never charged. Roughly $14K a year, handed over before any signature.
The signature chart of the audit
rate down $22, occupancy up 6 points, revenue flat
270 more room nights sold for the same revenue. More turnovers, more cleaning, more wear. Pricing by feel.
Live-shopped, screenshot-evidenced. Other properties anonymized.
The best-reviewed hotel in town, priced beneath a boutique motel and a full-service hotel, while its own guests pay $59 more a night for the same rooms on Expedia.
Then the new pricing went live. Here is what guests did next.
- 41/100Revenue Health Score, grade D
- 10/100Pricing and rate strategy, an F
- $164 vs $223own website vs Expedia, same room
a night on October bookings vs last October, and more of them
room nights on the books for Nov to Apr vs this point last year
of new room revenue booked on the hotel's own site, the place that used to be cheapest
On the books as of October 27, 2026, against what was booked by the same date last year, day-of-week aligned. Seven weeks of data, in a strong fall for the town, so read these as results with the new pricing in place, not as credit for every night.
Yes, AI prices hotels now.
We use it every day.
The question we hear most: can't software do this for me? Partly, yes. A good revenue system watches the market all day and suggests a price for every night. We run three of them, and we are signed partners with all three.
What the system can't do is know your hotel. It doesn't know the wedding block that will cancel, the road closure next month, or that your best reviews come from the rooms it wants to discount. Left alone, it prices to the market. Someone has to decide which suggestions to take, set the rules it works inside, and answer for the result.
That is the job. The AI does the counting, and we make the call. Our models and our team check your prices three or four times a day, every day, in your own account.
What the AI does
- ·Reads every competitor rate, every day
- ·Forecasts demand from how fast you are booking
- ·Suggests a price for every night of the year
- ·Flags the moment the market moves
What we do
- ·Pick the system that fits your hotel
- ·Set the floors, ceilings and rules with you
- ·Take, change or overrule each suggestion
- ·Fix what the software can't see: listings, channels, the booking engine
- ·Answer for the number, every month
Signed partners with all three. The audit decides which one fits your hotel, set up in your name at partner pricing.* No software is included in our fee.
*Special partner rates currently apply to Duetto and Hotelitix.
You could buy the software and run it yourself. Most owners who try end up with a very good tool nobody has time to open.
Someone to run it,
not someone to advise on it.
Full P&L accountability
RHG owns the budget, the cost line, and the revenue line — not a monthly recommendation an owner has to approve and execute themselves.
Day-to-day operations
Staffing, SOPs, vendor management, and the calls an on-site GM makes every day. Run by the operator, not reported to the owner after the fact.
Revenue and distribution, with authority
The same daily pricing and OTA discipline as the subscription, executed directly — not proposed to an owner three time zones away.
Owner reporting that means something
Monthly financials and a call with the person accountable for the number, not an account manager relaying someone else's work.
Three steps. No pitch deck.
A 15-minute fit call
You pick the time. We confirm the property is in Palm Springs or the Coachella Valley, cover what's not working under current management, and whether the audit is worth your time.
The Modern Hotel Audit
Intake, recon, score, deliver. A score out of 100 and a dollar figure for what the property is leaving on the table today, with the evidence behind every number. Free. No strings.
The Lincoln, Marfa: scored 41/100, $55K to $185K identified. Seven weeks into the new pricing: October bookings +$40 a night, 59% more room nights on the books.
The management engagement, scoped and quoted
Scope of authority and a transition plan from your current operator to RHG, agreed after the audit, based on the property.
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
What owners ask before handing over the keys.
Do you manage properties outside Palm Springs and the Coachella Valley?+
No. On-site management is limited to Palm Springs and the Coachella Valley, since being physically on property is central to how RHG runs a hotel. If you own a property in the market but live elsewhere, that's exactly the kind of owner this fits — the property being local is what matters, not where you are.
How is a management contract different from the revenue management subscription?+
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. A management contract is RHG actually running the property: staffing, operations, and full P&L accountability.
Who's actually on property running things?+
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's 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's not a condition of working together — it's context, in case it's of interest to you as an owner.
Get the property scored
before you hand it over.
A 15-minute fit call, then the audit: a score, a dollar figure, and the evidence behind both. Free. No strings. For properties in Palm Springs and the Coachella Valley.
Book The Modern Hotel Audit
For hotels in Palm Springs and the Coachella Valley. Free, scored, sized in dollars. Tell me about the property, then pick a time for a 15-minute fit call.
Free. No strings. Text consent is optional.