Case Studies
A selection of case studies showcasing hotels we have worked with and the growth and success we have developed over our period with them.
Hotel One
Restaurant, Bar, Private Dining
This listed building, once a well-regarded hotel, operated successfully for decades before shifting to an exclusive-use model and eventually closing for nearly three years. ICMI was brought in to revive the property, taking over full management.
Since then, the hotel has regained its former reputation and evolved into a thriving luxury destination under ICMI's stewardship.
Our Role Included:
• Recruiting and training a full new team of 40 staff from the local area
• Overseeing multiple refurbishment and maintenance projects across the property
• Re establishing the hotel's position in the luxury market
Key Results:
• Turnover increased 73% over 9 years
• Occupancy improved from 34% to 84%
• Now a member of Small Luxury Hotels of the World (SLH)
• Achieved AA 5-star status
This case highlights ICMI’s ability to restore operational excellence, build strong teams, and reintroduce heritage properties to the global luxury market.
Hotel Two
Restaurant, Bar, Private Dining, Chapel and large grounds
This historic listed building, once a well-known hotel, had suffered years of mismanagement under previous operators. The final management company left the property in decline, eventually leading to closure.
The hotel remained dormant for two years before being purchased by new owners—with ICMI involved directly in the sales negotiations and engaged from day one of the transition.
Since taking over in 2013, ICMI fully managed the property for 10 years, including:
• Being onsite for one full year to oversee construction and coordinate interior installations alongside two interior designers.
• Leading the complete operational rebuild, including the recruitment and training of an entirely new team of 75 staff, sourced locally.
Key Results:
• Turnover up 89% in five years
• Occupancy increased from 69% to 87%
• Joined Small Luxury Hotels of the World (SLH)
• Achieved AA 5-star rating
This turnaround is a clear example of ICMI’s ability to restore, reposition, and re energise historic hotels for long-term success.
Hotel Three
Restaurant, Bar, Private Dining plus other onsite accommodation
A listed building with a long-standing reputation as one of the best hotels in Europe and globally, came to ICMI already highly decorated and operationally mature. Our challenge was not to start from scratch—but to elevate an already excellent property without disrupting its legacy.
Under ICMI management for over a decade, we have built on that foundation to ensure the hotel continues to grow, modernize, and exceed guest expectations.
Our Role Included:
• Navigating cultural change within a strong, established team to implement operational improvements
• Leading multiple refurbishment projects including full bathroom and room renovations
• Managing the redevelopment of a derelict listed building into 8 new luxury suites—overseeing daily design and project execution
Key Results:
• Turnover increased 61% over 10 years
• Occupancy rose from 56% to 80%
• Transitioned from Relais & Châteaux to Small Luxury Hotels of the World (SLH)
• Graded 5-star AA with 3 AA Rosettes
This case showcases ICMI’s ability to respect and evolve legacy properties, driving measurable growth while maintaining world-class standards.
Hotel Four
Restaurant, Roof top Bar with Swimming Pool, Private Dining, City Centre
Initial vision focused on long-term investment, expansion, and a full refurbishment, with the goal of creating one of Singapore’s leading hotels. Our strategy was built around this ambition, incorporating sales, marketing, and revenue management plans to position the property at the very top of the market.
Shortly after appointment, the brief changed dramatically. The focus shifted from long-term development to immediate profitability. This required an overhaul of strategy, balancing short-term revenue targets with significant operational challenges, including a complex handover process and years of deferred maintenance within the building.
ICMI quickly reworked plans, adapting to the new commercial priorities while maintaining a clear focus on enhancing the guest experience and supporting the hotel team. By leveraging flexible revenue management strategies and creative sales initiatives, we were able to stabilise and significantly increase performance despite the constraints.
Key results:
• Increased revenues and stronger sales performance
• Noticeable improvements in hotel operations and guest experience
• Refreshed product standards despite ongoing building limitations
• Development of a more cohesive and motivated team
Although the original long-term vision was reshaped, the adaptive strategy delivered measurable results in both revenue and operational performance allowing stronger trajectory, with a growing reputation and a platform for future success.
Key results:
• Increase in Turnover by 25 %
• Occupancy increased from 55% to 80%
• Joined small luxury hotel of the World, North America EMEA and Asia
• Maintained 5 star status