Hospitality turnaround playbooks

Hotel turnaround advice in the Caribbean is getting more specific: recent guides and case studies now spell out weekly cash controls, spend gates, and procurement fixes for hotels and restaurant operations. (dawgen.global) One example landed on April 19, 2026, when Dawgen Global published a case study on a regional Caribbean hotel chain facing covenant default after two lender waivers and margin pressure from labor, energy, imported food, and insurance costs. The first step in that plan was an immediate 13-week cash-flow forecast, followed by ringfencing critical cash, vendor relationships, and licenses. (dawgen.global) A related Dawgen guide published January 18, 2026 lays out the operating mechanics of that cash playbook: a rolling 13-week model, Tier-0, Tier-1, and Tier-2 spend rules, an accounts-receivable collections plan, vendor renegotiation steps, and covenant reporting for banks. Its 30-day targets include collections at 90% to 95% of baseline on priority customers and extension of non-critical supplier terms by 14 to 45 days. (dawgen.global) Another Dawgen article from November 1, 2025 describes the cadence behind the model: refresh the forecast every Friday, review the next two to three weeks every Monday, and tie the sheet to accounts receivable, accounts payable, payroll, taxes, inventory buys, capital spending, and debt service. It recommends listing major customers and suppliers explicitly and tagging each cash item by confidence level. (dawgen.global) The food-and-beverage side of the playbook is just as operational. Dawgen’s October 12, 2025 tourism supply-chain guide says food and beverage can account for 20% to 35% of resort operating expense that can be redirected toward domestic suppliers when quality and logistics standards are in place, and says menu engineering can cut plate waste by 15% to 25%. (dawgen.global) That focus reflects a wider margin squeeze. In a February 11, 2026 cost-management article, Dawgen said Caribbean businesses are being hit at the same time by rising input costs, uneven revenue growth, and higher capital costs, and argued that cost programs fail when they are treated as one-off budget cuts instead of a repeatable management system. (dawgen.global) The procurement piece runs through several of the firm’s tourism papers. A July 20, 2025 supply-chain framework for tourism says Caribbean hotel supply chains are often dominated by imports and costly logistics, while an October 12, 2025 article on digital sourcing portals argues that linking buyers to e-procurement and property-management systems can turn local sourcing into an auditable finance process instead of an ad hoc purchasing choice. (dawgen.global 1) (dawgen.global 2) The common thread is that these are not demand-growth plans. They are control plans: weekly cash visibility, formal approval ladders, tighter inventory and menu decisions, and supplier terms that buy time when occupancy recovers more slowly than costs. (dawgen.global 1) (dawgen.global 2) The message in the recent hospitality material is narrow and practical. Hotels can survive a margin squeeze longer than they can survive blind cash management, and the recovery manuals now read like operating checklists rather than strategy decks. (dawgen.global)