Matias Ranieri

In my international consultancy roles, I have consistently managed large-scale, high-impact projects across various sectors of the hospitality industry.

My expertise spans business development, operations, asset management, and financial strategy, where I have led complex endeavors such as the creation of new luxury hospitality brands, overseeing construction and market entry for remote, sustainable destinations. I’ve also directed strategic expansions, including the transformation of multi-million dollar assets into profitable, high-end properties, while optimizing business models for scalability and long-term growth.

In all my projects, I’ve applied a multi-faceted approach that integrates real estate development, operations, branding, and financial management to maximize return on investment. I have also led Joint Ventures (JVs), fundraising, and due diligence processes for diverse hospitality, retail, and entertainment portfolios.

• Built long-term business strategies for an integrated hospitality group with multiple revenue streams, including real estate, operations, management, and branding.
• Structured Joint Ventures (HoldCo & OpCo), led fundraising efforts, and developed leverage scenarios to optimize financial strategies.
• Spearheaded the expansion of Papaya Playa Group, transforming 16 idle assets worth USD 85MM into new high-end luxury, lifestyle, and artistic properties.
• Developed pipelines and acquisition strategies, identifying business opportunities for current assets and new acquisitions while overseeing asset management, finance, and brand operations.
• Optimized flexible business models for scalability and profitability, managing portfolio performance across LATAM through endorsement, mixed management, and consultancy agreements.
• Transformed Scorpios from a beach club into a luxury holistic hospitality experience, managing full P&L, feasibility projections, and business development.
• Led the development of AlUla projects, overseeing a portfolio valued at USD 3.5B, including key assets like Habitas AlUla and Banyan Tree AlUla, while managing peripheral project investments.
• Reviewed and negotiated service contracts and hotel management agreements in alignment with Public Investment Fund guidelines.
• Directed due diligence and underwriting for new projects, including hospitality, real estate, retail, and entertainment, ensuring budget compliance and operational strategies.

Companies (projects):

Roles performed: Consultant VP I Managing & Sr. Director Hospitality & Asset Management

• Beautiful Destinations
  www.beautifuldestinations.com
• Papaya Playa Project
  www.papayaplayaproject.com
• AKEN Hotels & Resorts I Amek Group
  www.akenhotels.com
  www.amekgroup.com
• Scorpios (Mykonos) I a SOHO House subsidiary
  www.scorpios.com
• AlUla Development Company
  https://udc.sa

Location & role base: 65% travel / 35% remotely

• Kingdom of Saudi Arabia: AlUla & Riyad
• Grece: Athens & Mykonos
• Turkey: Bodrum
• Mexico: Tulum, Bacalar, Xcalak, CDMX, Baja, Merida
• Portugal: Sintra, Cascais
• Argentina: Buenos Aires, Córdoba & Mendoza
• Panamá: Panama City, Pearl Island (isla Pedro Gonzalez)

• Accountable for leading the start up growth mindset from a disruptive but organized approach composing strategic planning, real estate roadmap, market research processes, execution and performance of hotels division streamline (operative and opening pipeline)
• Creation of Guest Journey, Product Pillars Playbook and drove the company to a brand wellness & programming included concept
• Leading the creation & implementation of new all composing processes from development design during properties concepting and MEPs stages up to, product offering, openings and further operation
• Direct execution on revenue management & distribution, budgeting processes, sales strategies, systems implementation (full suite solution), marketing plans and brand awareness in new markets & destinations
• Successful worldwide openings & revamped operations.

• Accountable for all WeWork business execution (marketing, real estate deals, landlords relationship, public affairs, finance, sales and community operations)
• Led a 7 building and 9,000 desk with more than 6,000 members and a U$D 28 MM P&L
• Managed business operations across multiple sectors
• Selected by WeWork as 1 of the only 100 employees among 15,000 manpower to be awarded with a retention bonus for 2020 due to outstanding performance.

• Responsible for all LATAM location P&L and all business vertical executions in +55 properties across 11 countries
• Accountable for LATAM P&L (U$D 100 MM) across all locations and vertical business execution (Product, Finance, Programming and Experience, Culture & Experience, Marketing, Revenue, Sales, Development & Real Estate).

• Accountable & Responsible for the achievement of Wyndham Hotels & Resorts' EBITDA contribution through the effective operational leadership of both franchised (9 hotels) and managed (+17 hotels with 1,700 rooms across 4 countries) & 4 brands within the assigned portfolio in South America
• Responsible for managing and developing relationships with owners, investors, master franchisors and developers (in order to improve, retain and grow the portfolio)
• As for managed Operations I was accountable for the 17th operated properties P&L with (only director in LATAM with managed portfolio accountability in WHR).

• Properties: Dazzler by Wyndham Lima Miraflores I Dazzler by Wyndham Lima San Isidro I Esplendor by Wyndham Cusco I
• Opened and directed 3 managed operations with assets valued in U$D 50MM and a combined P&L's of U$D 8.5MM on annual basis
• Also oversaw a third developing asset (U$D 18MM) during construction, budget accomplishment and led financial structure (between equity and leverage with an offshore finance entity - 60% leverage and 40% equity -)
• Hotel Start Up, Operative, commercial and administrative Implementation
• Business strategy and brand portfolio growth planning 3 years vista
• Two times Traveler's Choice Award winner.

• Hotel Pre-opening and Opening
• General Management
• Hotel Start Up, Operative, commercial and administrative Implementation
• Revenue Management
• Sales Segmentation
• Human Resources Search, Selection and Coaching
• Hotel Market Positioning
• Marketing
• Social Media Management and On Line Customer Care.

General Manager Dazzler San Telmo
Corporate Operations Manager
Buenos Aires, Argentina

• Temporary location until final transfer to Lima.
• The hotel dragged negative results for over 8 months. After 3 months achieved a positive EBITDA of 28%.
• Along with this assignment I was responsible for 3 simultaneous projects.

Deflagging underperforming units that did not fit company business strategy:

• 2 properties (Dazzler Libertad and Dazzler Laprida)
  Minimizing legal risks, financial losses, relocating staff and reservations on the book to other business units (in order to secure revenues and cash flows) with a short timeline of 7 days and high season demand dates task needed to be performed in a short notice window of 48 hrs.

General Manager Esplendor Panama

March 2012 - December 2012
Panama, Panama

• 1 year project with the specific task of turning around results, collect owed fees and remove property from the portfolio.
• Property dragged negative losses for one year and a half including debts with investors and no royalties fees paid to franchisor since the opening.
• During the first quarter the hotel achieved its break even point.
• After 9 months 100% of trustees and investors were repaid.
• Negotiation that included and balancing the remaining debt with a mixed payment of liquid free cash flow and units assets.
• In the meantime leading a transition to a Private Luxury Condo (Denovo Building or PH Denovo Panama).

General Manager Dazzler Recoleta

December 2010 - February 2012
Buenos Aires, Argentina

• Accountable for pre opening and opening process for the first condo hotel model in the company.
• Launched full operation start up, sales and revenue strategies (including recruiting and training)
• Managed relations with trusts and investors.
• Achieved and overcame the EBITDA goal by +15% (+45% EBITDA targeted) and Occupancy by + 10% (83% occupancy 2 years in a row).
• Achieved a +11% annual ROI to investors and trustees.

Esplendor by Wyndham Buenos Aires

May 2005 - November 2010
Buenos Aires, Argentina

• First hotel boutique concept in Buenos Aires.
• Pre Opening and Opening processes from the ground.
• Front Desk, Housekeeping & FF&BB coordination, supervision and training
• Costs and purchasing control
• On Line Marketing / Rates online monitoring
• Human Resources search and selection
• Daily and monthly financial & operational reports for C-Level
• Esplendor by Wyndham Savoy Rosario Hotel staff training
• Dazzler Laprida Hotel Franchise and administrative incorporation to Fen Hotels.

Achieved several positions as described below from junior roles till management roles that allows to know deeply each aspect and corner of a hotel operation from Front Desk operations to Housekeeping, Maintenance and Food and Beverages:

• Operations & Duty Manager (April 2009 -November 2010)
• Front Desk Manager (December 2007 - April 2009)
• Front Office Agent & Concierge (May 2005 - December 2007)