Going to walk you all through my back-of-napkin on a currently listed property, thanks to our friend @moseskagan!

The Property: A 27-room motor lodge in LA’s Thai Town listed for sale for a whopping $11.28MM ($418K per key). The Harvard House Hotel at 5251 Hollywood Blvd.
My Process: (a) look at the site on our friend Google (Maps, StreetView, Earth); (b) look at pictures of the property (LoopNet, the publicly-available OM, the website, Google, etc.); (c) SWAG a renovation budget; (d) add renovation budget to purchase price to get all-in basis;…
…(e) determine a targeted stabilized yield; (f) extrapolate a required revenue; (g) see if that’s achievable.
Let’s dive in.

First the site: good visibility corner, pretty residential neighborhood, proximate to a medical center. I don’t know much about Thai Town but seems nice
Next the property: Woof. Old everything. Visible thru-the-window AC units. Visible wall patching that makes me think of leaks. Looks like a gut. Site work and façade work also going to be needed.
Now reno budget: Given the basis in the building, you’ve gotta go nice.
My SWAG: minimum $75K per key to renovate ($2.0MM; breakdown = $975K in the guestrooms for a total redo, $500K for new HVAC, $50K in the lobby, $75K in site work, $75K on the façade, $200K on doors & windows, and $175K in contingency, all assuming you don’t open the walls and…
…find a disaster). I’m sure @antonia_mdprjct will tell me some of these #s are way off, but i'd bet I'm wrong in the wrong direction (e.g., I’m light).

Our new basis: $11.28MM + $2.0MM = $13.28MM, or $492K per key. Yikes!
But we’ve got a really nice new hotel, and these rundown motel -> high design hotel conversions are AWESOME. Love ‘em.

Targeted yield: Now it gets hard. Unencumbered, fully renovated asset in LA should go for no higher than a 6% Cap (prob less, but hard to underwrite less)
I need a spread for risk abatement and “entrepreneurial incentive” (yep, it’s a technical term). Generally on new dev, I like to target a 300 bps spread, but this is adaptive reuse and urban, so let’s say 250 bps. I need an 8.5% yield on cost at stabilization.
Extrapolate revenue: 8.5% yield on $13.28MM basis is $1.128MM in NOI. Small hotels are inefficient, but high ADR hotels are efficient, so let’s split the baby and assume we can hit a 30% NOI margin.
Means we need $3.76MM in annual revenue, or $382 in Total Revenue Per Available Room (Total RevPAR). Maybe you can get some of that from parking – let’s say $20 per occupied room from parking, assuming $50 per night and 40% capture; an AGGRESSIVE assumption.
Assuming a high occupancy – let’s say 85% Occ – that leaves you needing to get an Average Daily Rate of $429 on an annualized basis.

Is that achievable? $400+ ADRs are absolutely achievable in LA.
However, its typically in high-demand areas and in hotels with strong ancillary offerings (great restaurants / bars, spas, meeting space, etc.). Could you achieve this here? Maybe, but it’s an awfully high risk.

The decision?
Pass. It’s priced like a development site, and that’s likely the best outcome for it. This exact same deal in Beverly Hills, WeHo, or even DTLA (well, maybe)? My DMs are open, and I pay good commissions...

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More from @somehotelguy

1 Nov
We generally invest from discretionary funds but will occasionally pitch others on our deals; institutional capital partners as LPs or institutional owners for us to act as a 3rd party operator (lenders are a whole other ballgame).
 
These are the deals in which I learn the most.
Pitching outsiders means I must convince two separate groups, each discerning in their own way, that the business plan is solid, risks boxed in, and upside available (if not likely).
Convincing our internal team – investments, operations, revenue, finance, legal – typically involves a longer-term consensus building effort around a deal, and an iterative process of building a business plan and getting buy-in discipline-by-discipline.
Read 9 tweets
20 Sep
Next up in the @somehotelguy series on new development… Facilities Programming!! As always, stream of consciousness (a.k.a., long).

Here we’ll talk about an incredibly iterative process – how you figure out just what you should build when you’re looking at a hotel site.
I’ll do this from my perspective as an investments guy, but CRITICAL to the actual success of this process: involve someone with deep zoning knowledge, someone with deep HOTEL architecture knowledge, and someone with deep operating knowledge.
Ideally, all four of you know the market well also (or at least reasonably well).

Before we start on planning the physical facilities, we need to get our heads around a few things: (a) how much (roughly) can I build on this site?
Read 39 tweets
15 Sep
So, here’s my single best tip for guest room / guest room bathroom in new development:

Build out a model room

Ideally, one of each of your most frequent room types
Will this cost extra in your budget? Yep

Will this save you way more than it costs? Yep
You’ll get to see how all your FF&E and room layout fit together. How things work. How they feel.

But how does that save me $$?
Read 5 tweets
13 Sep
It’s @somehotelguy’s first New Development thread, “On Guestrooms and Guestroom Bathrooms”:

First an apology – I don’t have a library of floorplans I can post from like @bobbyfijan, so this won’t be anywhere near as informative or cool as his threads.
Second caveat – for most suburban limited or select service hotels, you’ll just build whatever plans the brand hands you, adjusted slightly for site conditions. This thread does not apply to those hotels. Third caveat – I’m all over the place here, sorry!
When you’re building an independent, or even non-prototypical, hotel, you’ll have a ton of decisions you need to make about layouts, floor-planning, furniture, materials, etc.
Read 26 tweets
30 Jun
1/35 Ok, so by popular request, a quick desktop look at this potential hotel redevelopment found by @harrisonfinberg. I'm skipping some steps that either don't lend themselves to narrative or are the artistic flourish of underwriting.
2/ As Justice Stewart said, you'll know 'em when you see 'em.

Let’s start with market then think through post-renovation performance. We can then back into a renovation budget and take a guess as to whether or not it’s remotely feasible given the budget.
3/ AC is, to say the least, a challenging market. Much of the supply in town belongs to the Casino Hotels, and their pricing and inventory management are done with maximization of gambling revenues – not maximization of rooms profit – in mind.
Read 35 tweets
22 Jun
1/ On Market Diligence:

I go as deep as I can, albeit not right away.
2/ Early on I try to identify direct competitors and their historic performance, any new supply, any major known changes to market demand drivers (e.g., ‘the factory’s closing’), and any major new developments.
3/ I also try and get a quick handle on what other developable land is zoned for hotel, so I can figure out potential future supply. During this time, I’m looking for major employers and any info on travel dynamics I can get. This is my “desktop” screen.
Read 7 tweets

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