Hotel Task Force

PERCEPTION → REVENUE

Ula Davitt | Hotel Atelier

FIXING OPERATIONS | DETAILING THE HOTEL | POSITIONING IN THE MARKETPLACE

I invest effort, time, and money where the guest notices.

Address

7617 E 116th Ave, Winfield, IN

Phone

708.745.4100

Email

[email protected]

Social Media

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"I help Hilton, IHG, and Boutique hotels to increase their revenue by fixing operations, detailing the hotel, and positioning property in the marketplace - all through guests' perception. I invest my effort, time and money in how your hotel looks, smells, and feels to the guest at every moment. "

You can't, because you are living it.

Through the guest's eyes

I come in. I observe. I experience. I look at your hotel through the guest’s point of view. Then I create a plan to fix it from the inside out.

At the end, the guests should say, "They thought of every detail."

The revenue will follow naturaly.

Why Hotel Atelier

I understand what happens behind the scenes — and how it affects the guest sees on the other side of it.

I concentarte on 3 major areas.

Operations

How many operational branches do you have? How are they performing?

Detailing

Elevate what guests notice—what they see, smell, touch, and experience.

Positioning

Is your hotel is presented and priced correctly in its marketplace?

The Method

Observe.

I experience the hotel as a guest does. Also, I observe the team: how they operate and how it feels from the inside.

Identify.

What is working? What needs fixing? I compare what I see with guest reviews, and hotel scores to identify the gaps.

Plan.

We decide where effort, time, and money should go first. My job is to show you where an investment can make the biggest difference.

Beautify.

We improve operations and detail the hotel simultaneously. I call it beautifying inside and out— a beautiful hotel needs a beautiful operation behind it.

Teamwork.

We involve every staff member and get them excited about making changes through motivational meetings, training, and special projects.

Step Back.

After training and working together, we let everything go. Good management is when, whether you're there or not, the staff remains equally productive.

Position.

Once the hotel is beautiful, we look at pricing, reviews, presentation, and make sure the hotel is being seen—and valued—correctly.

Perfection.

Perfection, to me, is when everyone in the hotel notices the details, takes ownership, and keeps wanting more.

Meet Ula

My Philosophy

Make every person feel like the most important person in the world.

Spoil them with attention to every detail—what they see, smell, taste, touch, and experience. Create beauty. Create pleasure. Create fulfilling moments.

That is what I do.

My Story

Art Curator Turned Hotel Task Force

My Background

I was born into a very creative Lithuanian family. My grandma was a seamstress, my mother a conductor, father a photographer, aunt a pianist, and my uncle a scientist. I went into the art field, developing high-quality taste, entertainment, and expectations.

Expertise

I ran art galleries, I worked at galleries, and I owned one. I was a dealer, negotiator, marketer, salesperson, designer, entertainer, and business owner. I learned to serve different people, understand them without judgment and make them feel special.

My Promise

I bring to the table trained eye for details, I know what people want, and I know how to serve and design experiences that create the emotions. I invest effort, time, and money where the guest notices - pleasurable service and attractive environment.

Hotel Atelier In Action

What I Change

Home2 Suites by Hilton

The Situation.

The GM left—and suddenly the hotel felt apart. The staff relaxed, but not in a good way.

Problem.

The management style was so strict that employees were simply afraid. While the GM was present, things got done. Once she left, there was no internal ownership holding the standards together.

What I Saw.

The problem wasn't simply that the team became “lazy.” They had never been taught to operate through self-motivation and accountability without fear.

The Fix.

Basically, I focused on created excitement. It was opportunity to hire leadership everyone wanted to follow. We created new responsibilities, better communication, and ownership.

The Hotel Atelier Lesson

Fear creates compliance. Ownership creates excitement. Good management is when you're there or not—the staff is equally productive.

Boutique Hotel

The Situation.

A brand-new boutique hotel is entering the market.

Problem.

The hotel needs to establish itself in the community and build new accounts—especially for weddings and other higher-value business.

The Plan.

On foot. Landing accounts for luxury guests through wedding planners, hospitals, and local professionals. The hotel also has a healthy budget for digital marketing.

Marketing.

The ads would convey an unhurried, immersive hotel experience—a place where guests can slow down, spend time, relax, and enjoy private entertainment.

The Hotel Atelier Lesson

Luxury is a necessity when it comes to luxury, and we have what you want.

Holiday Inn IHG

The Situation.

A New Leadership Team and A New Staff

Problem.

The biggest challenge was accountability. Most team members were not a good fit for the expectations of the hotel.

What I Saw.

We needed the right people, clear expectations, and accountability. At the same time, the hotel’s pricing was not aligned with competition. The hotel was 6 weeks to consistency, but without accountability the same guests' experiences will continue.

The Fix.

Hire the right team and build self-motivation. Show expectations, hold the standards, have meeting every day until everyone is on the same page. Fire or redirect who can't perform.

The Hotel Atelier Lesson

You cannot build strong hotel operations without the right people.

Your Hotel

What is your situation?

What is happening in your hotel right now? New leadership? Staffing? Guest complaints? Low occupancy? Pricing? Tired rooms? A team that has lost its energy?

What could be the problem?

What isn't working the way you want it to? What does management see? What does the team see? And what does the guest see?

What I See

Let’s walk your hotel. I may show you something revealing with fresh eyes. You can’t, because you’re living it.

The Fix.

I invest effort, time and money where the guest can actually see and feel it. From great customer service to a detailed hotel. Price is justified. The reviews are great.

The Hotel Atelier Lesson

Every Hotel is Unique. Let's make it beautifully unique.

With me -

Team of Excellence

I don't look at the statistics first. I look at perception first. Once I know what needs to change, I bring the team into it. I create excitement about the changes, and then the team is involved, the ownership is created. Scores and revenue follow because the team cares about the hotel..

Without me -

You get a conventional task operator who focuses on standards, staffing, procedures, scores, and compliance. They identify what is wrong, write action plans, and push the team to get back on track. They are dry and do not lift the energy. They do not involve the team, they tell them what to do. I have seen the work. Only excitement can change everything.