45 years of international hotel finance & operations
Independent advisory for hotel owners, white-label operators and real estate investors who demand precision, accountability and results — backed by deep operational experience across luxury and upper-upscale assets worldwide.
Stefaan Haegeman brings over four decades of senior hospitality finance leadership to asset owners and investors who need more than a spreadsheet — they need a strategic partner who has sat on both sides of the table.
His career spans CFO and VP Finance roles with globally recognised brands including Hyatt, Kempinski, Marriott and Radisson, with postings across Europe, the Middle East, Africa and beyond. He has opened, repositioned and restructured hotel operations across luxury and upper-upscale segments.
With in-depth experience across hotel management agreements and franchise contracts, Stefaan understands the legal, commercial and operational dynamics that define the owner-operator relationship — and how to navigate them in the owner's best interest.
Today, Stefaan works directly with owners, investors and asset management teams in a focused advisory capacity — currently engaged with The Standard, Brussels — providing the financial oversight and operational intelligence that protects and grows asset value.
Every engagement is tailored. Whether you need a short-term diagnostic, ongoing asset management support, or a trusted senior voice on a transaction — the work is always precise, independent and anchored in real operational experience.
Representing owner interests in the ongoing management of hotel assets. Regular operator performance reviews, KPI monitoring, budget challenge, capital expenditure oversight and strategic guidance to protect long-term asset value.
Interim and project-based finance leadership. Financial statement analysis, P&L deep dives, cash flow modelling, budget preparation and USALI-compliant reporting for owners who need clarity on where their asset really stands.
Commercial and financial review of hotel assets for buy-side and sell-side transactions. Operator agreement analysis, normalised EBITDA assessment, risk identification and investor-ready reporting.
Establishing finance frameworks, systems, chart of accounts and team structures for new hotel openings and repositioned assets. Also crisis and underperformance recovery — diagnosing root causes and building a clear path to profitability.
Guidance for owners evaluating management company or brand partnerships. RFP structuring, term negotiation support, HMA review and alignment between owner objectives and operator commitments.
Non-executive advisory for hotel owning entities, real estate funds and family offices with hospitality assets. Bringing an independent, experienced finance and operations perspective to board-level decision making.
Every engagement begins with a thorough review of the asset — financials, operating agreements, market context, team structure and ownership objectives. No assumptions, no templates.
Whether it is operational underperformance, financial opacity, misaligned operator incentives or structural issues — the diagnosis must be honest and specific before any solution is proposed.
Recommendations are actionable and owner-centric. Reporting is clear, timely and calibrated for the audience — whether that is a single owner or an institutional investment committee.
Ongoing engagements include regular structured touchpoints, clear deliverables and measurable outcomes — so the advisory relationship creates tangible, trackable value.
The best advisory work happens when the owner's interests and the operational reality are both fully understood — and both are respected.
— Stefaan HaegemanIf you are a hotel owner, real estate investor, family office or hospitality consulting firm looking for an experienced, independent finance and asset management advisor — I would be glad to discuss how I can be of value.