An operator-led aggregation strategy — sourcing, repositioning and scaling sub-institutional Spanish hotels into a 30+ asset platform with strategic exit potential.
Spain combines demand depth, market liquidity, supply discipline and exit relevance — a combination rarely found together in a single geography at sub-institutional asset size.
A long tail of independently-held and family-owned hotels sits below the execution capability of institutional capital — fragmented, under-managed, and structurally priced for improvement.
Single-owner and family-held hotels rarely transact through institutional processes — discovery, not auctions.
Ticket sizes below large fund thresholds mean less competition and disciplined entry pricing.
Under-managed revenue, distribution and category positioning leave structural upside on the table.
A coordinated portfolio commands a different valuation set than scattered single-asset sales.
Operator-led value creation — not passive yield collection. Each stage compounds into the next, and each stage is independent of market timing.
Sourced sub-institutional hotels priced for improvement, not perfection.
Capex, category and brand upgrade to repace the asset in its market.
Operator-led playbook: revenue management, distribution, group sales, cost discipline.
Scale to a multi-asset platform under coordinated standards.
Per-asset refinance or sale; platform-level strategic exit at scale.
Realivo sees the deal flow and the demand. Our operating partner builds, manages and repositions the assets. Rare combination at this size category.
Selected operated, managed and repositioned cases drawn from the operating partner's track record. Property-level operating outcomes — not fund-level returns, not representative of all assets. Asset identifiers anonymised.
Phase 1 closes the first one to two acquisitions on disciplined terms, executes through stabilisation, and builds the verified track record that the platform thesis compounds against.
Close the first one to two acquisitions on disciplined terms, execute through stabilisation, and build the track record for the platform thesis.
Urban and coastal hotels, typically 60–150 keys, where operational repositioning drives a meaningful uplift in stabilised NOI within three to four years.
Per-asset SPV structures with a target LTV ceiling of 65% at acquisition — sized to the operating plan and capex, not to peak leverage.
Illustrative underwriting case for discussion — shows the value-creation model, not a forecast, not a committed asset. Actual outcomes vary by asset, market and structuring.
NOI ramps from ~€0.8M Y1 to ~€2.1M Y5. RevPAR €81 → €144. Occupancy 62% → 82%. GOP margin 28% → 40% — the compound of category lift, revenue management, commercial reposition and cost discipline.
Illustrative single-asset model — not a forecast. Targets are not a guarantee of returns. Actual outcomes vary by asset, market & structuring.Each lever is independent of market timing and replicable across the portfolio — execution, not speculation. Together they take the asset from entry NOI to stabilised NOI.
Capex, brand and category upgrade — repace the hotel within its market.
Dynamic pricing, segment mix, length-of-stay optimisation across the calendar.
Direct channel build, group-sales engagement, OTA dependence reduction.
In-house tourist audience and direct demand engine feeding the asset.
Cost-to-serve, payroll productivity, F&B P&L re-engineered to GOP target.
Cross-asset cost synergies, shared back-office and re-rating premium at platform sale.
Asset-level execution feeds platform-level economics. Each Layer I asset is structured for disciplined returns; together they form the Layer II platform with an aggregated valuation premium at exit.
The objective is platform capitalisation — not asset accumulation alone. Indicative trajectory, subject to market and capital conditions.
Per-asset stabilisation on a four-to-five-year horizon; platform-level strategic exit on a seven-to-nine-year horizon. Asset-level liquidity is independent of the platform exit.
Each SPV reaches stabilised performance, then refinances or sells. Asset-level liquidity is independent of the platform exit.
A 30+ hotel platform sold as a single operating entity — capturing both portfolio premium and operating platform premium.
A small group of selective anchor partners forms Phase 1 capital — with privileged access to the first SPVs and visibility on the platform that follows. Sergio Molodan and the management team personally review every inquiry within two business days.
This page is for informational purposes only and does not constitute an offer to sell or a solicitation of an offer to buy any securities. Final terms, structure and economics are subject to definitive subscription documentation. All figures, ranges and outcomes shown are illustrative and based on internal sourcing analysis, the operating partner's selected achieved metrics, or pro-forma underwriting cases — none of which represent a forecast or guarantee of returns.
Property-level operating metrics are drawn from the operating partner's track record across managed, operated and repositioned assets and are not indicative of all assets. Anchor terms are indicative; the platform is offered by invitation only to selective Phase 1 partners following fit confirmation, NDA execution and KYC/AML clearance.
Realivo Group Ltd · UK Companies House № 16712204 · 347 Barking Road, London, E13 8EE, United Kingdom.
