Peer case
The PIP stopped closing two floors in July
How and who for the hotel job—verified when attested.
Job: Plan a PIP without lying to the P&L
Peak-season keys held open
Verified136 / 136
Contingency held on soft goods
Verified12%
Claim
A room-by-room PIP phased into shoulder months so peak-season keys stayed sellable.
Evidence
Signed brand PIP rider, GC floor-release schedule, and PMS out-of-order log across two shoulder blocks.
Caveat
A 136-key select-service box. Riser or elevator modernization still requires multi-week vertical stacks.
Situation
The brand punch list arrived at 94 line items with no phasing calendar. A single GC turn would have taken 48 keys out of service through July and August.
Approach
Phase & Par split brand-mandated items from ownership nice-to-haves and priced displacement per closed key-night alongside FF&E. Redstone Advisory tied the 10% contingency to soft-goods lead times and moved corridor turns into two November–February shoulder blocks.
Outcome
Zero peak-summer room closures. 94 brand items were sequenced into two winter wings with a 12% soft-goods contingency held intact.
“The cheapest GC schedule was the most expensive operating calendar until we priced the dark rooms.”
Who did the work
- 8.4
- 8.2