Peristyle Partners is a management consultancy for businesses that want more hospitality in how they operate, whether that means a hotel or restaurant refining what it already does well, or a company that has never thought of its customers as guests. Every engagement is led by a partner who has run the kind of business in question and who remains accountable for the result.
Start a conversationThat is the position we take inside a business, where the operation, the people, the numbers and the technology each stand on their own and rarely answer to a single owner. Our work is the structure that holds them together, so that the people running the business have a clear center to work in.
The colonnade is the Peristyle of Diocletian's Palace in Split, finished in the year 305. Seventeen centuries of weather have passed over it, and it is still the town square.
Our partners are asked by the national press to explain how hotels are run and what that means for the people who stay in them.
From Hyatt to Holiday Inn, America's free hotel breakfast is facing a K-shaped economic threat
This Is the No. 1 Phrase You Should Say to Get a Free Room Upgrade, According to Hotel Staff and Frequent Travelers
Travel and tourism brands are in uncomfortable territory: The political fray
Are bedspreads actually filthy? Hotel employees debunk 10 old myths.
An Interview with Curtis Crimmins
Rethink Everything: We Can Do Better in Hospitality
The next hottest market? The Metaverse
An Interview with Curtis Crimmins
Ally of the Month: Curtis Crimmins, Founder and CEO of RoomzaA short reel of what the firm and its partners have built, in hospitality and next to it.
A permanent public identifier for every hotel room, published as an open specification so that people and AI agents book rooms that exist.
openroomid.org
The room-level record for hotels, founded by our managing partner so that a guest can choose the room itself and not only the hotel.
roomza.com
Before
AfterConcept renderings for the repositioning of a downtown all-suite resort under a new name and identity.
A site of its own for a single oceanfront residence at The Strand at Headlands, carried by film and sound.
35shorelinedrive.comA new digital home for a 24-room hotel on a desert lake and for Mélange, the restaurant at its center.
A new website and booking flow for an upscale travelers' hostel, connected directly to the system its two houses run on.
A way for a neighbor to give a birthday cake to someone who would otherwise go without one, made by a local bakery and brought to the door.
cakeitforward.com
A health record for a pet that the owner's own AI assistant can read, so that the owner, the vet and the assistant are working from the same facts.
Any business that people walk into, telephone, or return to is already in the hospitality business, whether or not it uses the word. The ones that practice it deliberately keep more of their customers, spend less replacing the ones they lose, and are recommended more often than their competitors.
People return to the places where they are known, and a customer who returns costs nothing to acquire and is rarely the one asking for a discount.
A problem that is handled well earns more loyalty than a visit in which nothing went wrong, yet most businesses have no standard for recovery, so every complaint is improvised by whoever happens to answer it.
When a need is met before it has to be spoken, every transaction becomes shorter and the small frictions that quietly send people elsewhere begin to disappear.
People remember the first minute and the last far more vividly than anything in between, and those two minutes are what decide the review, the referral and the return visit.
In a practice, the front desk is the business as the patient experiences it. Confirmation, greeting, the wait and the follow-up decide whether the next appointment is kept and whether a family member is sent along, which is why hospitality here shows up as fewer empty slots and a fuller referral book.
The sale happens once, while the service drive happens for years and carries most of the margin. A service lane run the way a good hotel runs its arrival, with the customer greeted by name, a time promise kept and a clean handback, is what keeps that customer from drifting to the independent shop down the road.
Turnover is the largest controllable cost in a building, and residents renew where the office knows them, answers quickly and fixes things without a second call. Taken seriously, hospitality becomes a renewal strategy with a maintenance budget attached to it.
Clients rarely leave an adviser over performance; they leave because they have come to feel unattended. Onboarding, the cadence of contact and the way bad news is delivered are all hospitality problems, and they are also where referrals come from.
A store cannot beat the internet on selection or price, but it can beat it on being remembered, on staff who recognize a regular, and on a return or a repair handled with grace. In the end that is the only argument for having a floor at all.
Families choose a community on the tour and stay because of the dining room, the welcome at the door and the telephone call that came before they had to make one. Occupancy follows the same rules as it does in a hotel, only over a much longer stay.
If your customers could reasonably be called guests, we can show you where the money is. Start a conversation
Each practice is led by a partner who has done the job. Open a column to see what it carries.
Brand, guest experience and direct revenue for hotels and restaurants, and the same discipline for any business that serves people: how it welcomes, how it recovers when something goes wrong, and how it earns the next visit.
Making the property, booking, payments and customer systems of a business behave as a single system, and taking new products and new markets to customers with the same discipline.
The numbers that an owner, a lender or a buyer will trust, produced by controls that hold, forecasts that land, and a finance function that is ready for the next transaction.
The partners are the principals of the firm and lead its practices. They are involved in every engagement, with a team behind them.
Curtis has run hotels and built them. He is a Certified Hotel Administrator and a certified general manager for Marriott, Hilton, IHG and Best Western. He has built three hotels from the ground up and renovated dozens more, independent and branded. He is the founder of Roomza, the room-level truth layer for hotels, and advises AI and robotics companies working in hospitality.
Samantha comes from public accounting and corporate finance. She has led audits, built controls, and worked inside growth-stage companies through funding and acquisition. She runs the numbers side of every engagement.
Sean is a technology executive with Fortune 100 operations and go-to-market experience, including Best Buy and CVS. His work is complex systems integration: the unglamorous part of a business that decides whether the strategy can actually run.
A few things that hold across every engagement.
A single strategy runs across the operation, the digital product, the public record and the growth program, so that nothing is lost in a handoff between silos.
A partner leads every mandate and stays involved in it from beginning to end, and the team that supports them is assembled for what the work requires rather than to fill out a staffing plan.
Recommendations are judged by what they do for guest confidence, direct revenue, repeat business and durable brand equity, rather than by how well they present.
An engagement takes the form the question requires, from a short private conversation to work that runs for a year, and its scope is agreed with the partner responsible rather than read off a rate card.
A standing guardrail. We never create fabricated reviews, undisclosed testimonials or deceptive guest accounts, and our reputation work is designed instead to increase authentic feedback and the visibility of real guest experiences.