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Adjust occupancy, pricing, and cost assumptions to see the real-time impact on revenue, EBITDA, payback period, and investor returns.
Three pre-built scenarios. Click Apply to load any set into the sliders below, or build your own custom case.
Impact of a ±10pp occupancy swing, ±$100 ADR change, and ±$50 F&B change from your current assumptions.
Holding all other assumptions constant, how does occupancy drive the key financials? Highlighted row = your current setting.
What happens to EBITDA and payback if room rates are adjusted? Highlighted = current setting.
Impact of F&B spend-per-guest-night on total revenue and EBITDA.
How do different per-department COGS rates and overhead levels affect Gross Profit, EBITDA, and margin? Each scenario applies independent rates by revenue stream — Rooms, F&B, Spa, and Events — reflecting true hospitality cost benchmarks rather than a single blended variable cost percentage.
Y1 at 45% of stabilised; ramp through Y3; +3% organic growth thereafter.
Departmental view: Revenue → Cost of Sales → Gross Operating Profit per stream → Total GOP → Fixed Overheads → EBITDA. COGS flexes independently with each department's revenue as you move the sliders.
Cash-on-cash & payback computed from stabilised EBITDA vs capital raise. IRR assumes exit at 9× stabilised EBITDA at end of Year 6. These are illustrative outputs only and not a forecast of actual investment returns. Actual results will vary materially based on site selection, final construction costs, market conditions, and operational execution. Refer to the full information memorandum and seek independent financial advice.