Context
Multi-unit short-stay operations with guest communication, access, issues and reporting spread across too many tools. Based on real operational work in a multi-unit hospitality residence in Paris.
Case Study
Vesper Collection
Guest operations were running through Excel, calls and front-desk dependency.
The work was to make stays, access, follow-up and reporting easier to run day to day.
Where It Broke
Too much depended on manual checks, front-desk coordination and scattered guest information.
Problem
The day-to-day work was hard to run cleanly because the basic flow was split across files, calls and people.
Guest information lived across Excel, PMS and messages
Front desk handled too many routine tasks
Payment and admin follow-up took too much manual work
Issues were hard to track from start to resolution
Managers had no clean view of daily execution
System
The work was reorganized into one operating flow the team could actually follow.
Mapped the full chain from booking to stay to reporting
Grouped guest data, follow-up and preferences in one place
Reduced front-desk dependency through automated access
Cleaned up payment and admin steps
Built internal views for daily follow-up
Made operations and revenue easier to read together
Results
9.2/10 Guest Satisfaction
Reached after follow-up, access and issue handling were cleaned up
Top 30 Ranking
Improved as execution became more consistent across stays
10h Saved / Week
Recovered from repetitive admin and manual follow-up
+50% Revenue from New Market
New demand captured once the operation was easier to run
What Changed
The team spent less time chasing information and more time running the work.
Guest issues were easier to track
Less dependency on front desk for routine tasks
Managers could see status and revenue earlier
The stay experience became more consistent
Insight
Most of the improvement came from removing manual follow-up and unclear handoffs.
The gains came from giving the team one working flow instead of separate files, calls and workarounds.
The setup came from real operating constraints, not a blank-sheet process map.
System Flow
Acquisition→
Booking→
CRM→
Access→
Operations→
Reporting