Signed reference
Four countries.Six years.It started with an audit.
One audit, two properties.
In October 2019 Aitken Spence asked RevOpt to audit revenue management at two properties — Adaaran Prestige Vadoo in the Maldives and Heritance Kandalama in Sri Lanka. What the audit surfaced was enough for a hotel group with fifty years of operating history, part of a listed Sri Lankan conglomerate, to hand over its Maldives portfolio. The relationship ran six years.
One group, four countries.
- Revenue management audit — Adaaran Prestige Vadoo and Heritance Kandalama — 2019
- Five Maldives resorts — four Adaaran, one Heritance — 2019 to 2025
- Heritance Kandalama and Heritance Negombo, Sri Lanka — 2022
- Turyaa Chennai, India — 2022
58 executives, certified.
In November 2019 the group asked RevOpt to run a revenue management concepts workshop across the organisation. Fifty-eight executives were certified, in India, Sri Lanka, the Maldives and Oman. Not a system rollout — a common commercial language, taught to the people who would use it every day.
Property by property, then across the portfolio.
- Each resort assessed individually, on its own demand and its own constraints
- Existing revenue practices reviewed rather than replaced wholesale
- The portfolio moved gradually to a best-practice yield model
- Built inside the teams, so the practice stayed after we left
The practice outlasted the engagement.
Six years across five Maldives resorts, ending in 2025. What the group's Managing Director recorded in writing was not a number but a change in how the resorts operate: a revenue and yield management culture, built across the Maldives portfolio and still running.
“Played a pivotal role in creating a revenue and yield management culture.”