Developing
Resorts and Luxury
Properties
Since 1993
Properties
Since 1993
From Planning through Financing To Opening
Experienced Guides in Resort Development Planning, Financing and Completion
We partner with resort developers, landowners and tourism development groups that want to complete their resorts. We provide the experience, planning, sequencing, team building and execution skills everywhere.
How We Work
Planning
The project planning stage and conceptualization includes all the elements that lead to financing. The transformation of the raw land to an investment-ready plan typically takes between four to six months. We gather an experienced development team, develop the architectural space program and proceed with brand options, analysis and selection. We create a development financial model and oversee studies of feasibility and valuations.
Once financed, the project completion will typically take between 24-30 months depending on size and location. During the execution and by completion, the real-estate is typically sold out.
Internal & External Team
Working alongside the existing teams, AXIS will assist the developer to determine the precise needs, phases and priorities. The strength of the team chosen is critical to the credibility of the project and successful financing.
Not a penny more than is necessary should be spent that does not lead to financing.
Key team members include the Developer, Concept Architect, one or more Resort Brand & Operator, Project Management, Real-Estate specialists, Landscape & Interior Design, Kitchen & Laundry Design and the Financial Architect.
The start dates of the team should reflect the precise status of the project and the availability of the financing. Serious detailed work on the full project should be commensurate with what is precisely needed to obtain the financing.
Once the financing is complete, the contracts can be finalized and the teams fully engaged.
Imagineering
Initial review of the Master Plan or assistance in development of new plans including conceptual plans and all existing detailed plans to determine compliance with the brand and market positioning.
The initial choice of the Architectural design group, Interior Design and other technical areas will or should involve approval of the brand/operator.
Careful attention to the strategic location of amenities, public and support services access, sports facilities, service areas, employee accommodation involve careful considerations.
Space planning of every square foot/metre of the resort accommodation, public spaces, amenities, real estate products that are market relevant, service areas, laundry, kitchens, food service style and capacity.
Development Model.
The detailed creation of the Development Model will eventually require input from all team members.
The Development Model includes all the development costs and expenses anticipated for the development and the operation to include real estate sales and expenses, construction and fit-out costs, operating revenues, details of management and staffing and all aspects of the development stage and multi-year projections.
Details of the capital stack equity & debt, use of funds, space requirements, staffing models, development phasing and all aspects of the operation.
A Development Model prepared well will form the solid, credible basis for the Financing.
Branding & Operator.
Market positioning and competitive analysis will guide the Developer toward the brand options best suited to the location and product. The selection, analysis and choice of the best brand/operator is a strategic choice taking all relevant needs of the project into consideration.
Expressions of Interest and/or Letter of Intent will be sought from 1-3 potential groups if possible and a recommendation made as to best choice. The final choice is made by the developer.
The time lapse between first contact and the execution of a binding management and licensing agreement will rely on multiple factors but is unlikely to be much less than six months. A Technical Services Agreement that precedes the Management Agreement provides the technical assistance from the hotel group during the design and planning period.
Since all major brands have specific requirements for the properties they label, it can be costly to a developer who advances the design/construction without the participation of the brand/operator.
Feasibility Study & Valuations.
Once the scope of the project has been determined, a Feasibility Study will be conducted by a recognized independent consultant with valuations As-Is and As-Completed. Oversight of the Study will be provided by AXIS' team to ensure all aspects reflect the reality of the plan.
Financial institutions do not recognize studies completed by no-name consultants regardless of their career path.
Studies typically encompass Feasibility and Valuations (As-Is and As-Completed)
Financing Plan.
In conjunction with the client, a Financing Plan will be prepared to solicit sufficient funds to complete the project. This will be executed by the client's choice of Investment Bank or Investment Broker working with the Client.
The basis of the Plan is a Confidential Information Memorandum (CIM) prepared by AXIS and the team during the Planning Phase
The strength and experience of the Developers and the Team in projects of this type is critical to the success of the financing.
Lenders lend to people not Projects.
Hence it is critical to the success of the project that the team is experienced because they will be the fuel for financing.
The Capital Stack will identify both Equity and Debt requirements including funds already spent. Use of Funds will be detailed both for the Planning and the Execution.
It is critical that the skills of a competent 'Financial Architect' are employed by the Developer to effectively protect the interests of the Developer by protecting equity, minimising debt and structuring the transaction in the client's best interest.
Financing
On completion of the Planning Phase and production of the Confidential Information Memorandum, the project should be ready to finance.
Within 90-120 days, we typically will facilitate the financing of the resort through an investment bank or broker under an exclusivity agreement. Our dedicated developers can assist with the following:
Due Diligence
We will verify and examine the financial records and critical data prepared during the planning phase. By doing this, we are able to assess the risks within the project.
The relevant documentation to the financing is assembled into a CIM (Confidential Information Memorandum) covering all aspects of the development and the planning. This comprehensive book will form the basis for the analysis by the investors/lenders.
The Investment Teaser
An investment Teaser will be prepared from the CIM to introduce the project to prospective buyers and lenders. AXIS' team will help in creating this detailed document while maintaining the confidentiality of the potential investment and other project details.
The Teaser will be circulated to potential lenders by the Financial Architect to determine interest. Those interested will sign a Confidentiality Agreement and obtain a copy of the Confidential Information Memorandum and full access to the details of the project in a virtual electronic safe.
Financial Sources
To improve the chances of getting the appropriate financing, the Banker or Broker will identify the best potential sources of seek LOIs.
Expressions of Interest are typically obtained from several sources who are then given access to the Vault where more detailed information has been assembled by AXIS and the Developer's team. Details will typically include,
- Land Docs. Ownership, Zoning, Permits, Studies
- Development Co & Developer Bios/NetWorth
- Internal & External Team Bios & track record.
- Project Masterplan/Design
- Development Model
- Brand/Operator LOIs
- Financing Plan
Bridge and construction loans are sometimes secured against land value to complete Planning Costs.
Equity investments are sought if appropriate, and government grants are sometimes available for resort projects.
Term Sheets and Offers
From the Teasers and analysis of the CIM, interested lenders will present Term Sheets with Conditions. The Broker/Banker presents those of the best terms and conditions for consideration by the client.
The developer will choose the best offer with the assistance of the investment bank that may further negotiate the terms or conditions.
The final choice will be made by the Developer with the advice of the Financial advisor.
Final Negotiations
During this phase, the developer and financial advisor will negotiate the final terms of the financing with the chosen lender or investor. This is a crucial part before proceeding with the closing.
Legal Aspects and Closure
Once all the legal aspects and terms have been finalized, the transaction will proceed to closing. All aspects of the transaction will be legally documented and recorded to maintain compliance and avoid rupture between the parties.
Since the Project is not a project until financing has been obtained, it is important to ensure that nothing more has been spent that was not essential to obtaining this financing.
Associates
We are proud to be associated with the following complementary companies with whom we work and collaborate depending on the scale and need of the project.
Connect With Us
Permit us to review and discuss your project and to prepare a Scope of Work based on your needs for consideration.
Team
David I. McMillan
David I.McMillan
President (Monteral, QC, Canada )
An accomplished veteran of the hotel and resort industry on four Continents, British-born McMillan has served as the Official Voice of the global hotel and restaurant industry as the CEO of the Paris-based International Hotel & Restaurant Association, is a Member of the Distinguished Alumni of the Waldorf Astoria and was elected a three-term Chairman of the Hotel Association of Canada.
He opened the first purpose-built Four Seasons in the world, operated four Hyatt Regency hotels including El Salvador, Riyadh, Saudi Arabia and their ‘Flagship’ 700 room Hyatt Regency Acapulco, served two Hilton Hotels in New York, two in Montreal, renovated Jamaica and opened Curacao and ran sixty hotels in a multi-branded Canadian management company. In recognition of the link between entertainment and hospitality he was recruited by Cirque du Soleil to lead their efforts in developing a series of inspirational Cirque-inspired destination resorts and hotels while reinventing VIP experiences and food service in their travelling shows.
Michael J. Beckley
Michael J. Beckley
Senior Advisor (Toronto, Ont, Canada)
During his fifteen-year tenure with Marriott International Senior Vice President Development, Marriott grew from 17 hotels in 2001 to 145 in 2015, including the acquisition of Delta Hotels & Resorts with a further 26 in various stages of development. Over the years, British-born Michael has held various senior positions within the industry in Europe, Bermuda, the West Indies, the UK and finally Canada where he became the President of Commonwealth Hospitality, a multi-brand management company with 12,000 rooms in Canada.
Michael’s thirty-four years’ extensive involvement in the industry has included the position of Chairman of Experience Canada leading to the foundation of the Canadian Tourism Commission and Chairman of Ontario’s Tourism Strategy. He has worked closely with faculty and students at both Guelph and Ryerson Universities and Co-Chaired the “Yes Chef” Campaign on behalf of George Brown College raising funds to build the new Chef’s School at the College. He continued to serve the industry as a Senior Advisor with CBRE in Toronto.
Malcolm Turner
Malcolm Turner
Senior Advisor ( London, England )
Malcolm Turner is an experienced and dynamic leader with a 40-year progressive hospitality track record, working for international hotel and resort management companies, including five years with Hilton International and thirty years with Hyatt Hotels & Resorts.After opening nine Hyatts in Mexico as Regional Director of Projects, he was then moved to Chicago’s headquarters as Director of Projects worldwide and subsequently was dispatched to Tunisia and Morocco before moving to London to start up a Technical Services Office to initiate growth of Hyatt into Europe, the Middle East and Africa. Returning to Hyatt’s Chicago headquarters, Malcolm was appointed Corporate Vice President of Technical Services and held the position through the period of the company going public and eventually the merging of both Hyatt Hotels (US) and Hyatt International.
Directing a division of 80 professionals of which 20 were on-site Project Managers, Malcolm oversaw the design and completion of over 100 Hyatt properties including Grand Hyatts, Hyatt Regency and Park Hyatt in over 30 countries. This global responsibility included the selection and oversight of Project Managers, Architects, Interior Designers, Engineers, Specialty Consultants including design and concepts of restaurants, kitchens, laundries, golf and beach resorts, spas and resort residences.
Michael Wegner
Michael Wegner
Senior Advisor (Brussels, Belgium)
Michael Wegner is an experienced and dynamic industry leader with a 35-year progressive hospitality track record, working for international hotel and resort management companies, including IHG, Oberoi, ITT Sheraton and Starwood Hotels & Resorts.
Mr. Wegner, born and educated in Germany holds a certificate in hotel real estate investment and asset management from Cornell University Hotel & Catering college His passion for Food & Beverage management took him from his home town Hannover to London, Kathmandu, Dubai and Gaborone in southern Africa. Advancing towards hotel general management, Mr. Wegner held various senior management positions in Bulgaria, Croatia, Cairo and Riyadh, before accepting a role with Starwood Hotel & Resorts as Regional Six Sigma leader for Africa and the Middle East. In 2007, he relocated to the Starwood Hotel & Resorts headquarters in Brussels and conceptualized, deployed and managed the New Builds & Transitions department for the Europe, Africa & Middle East division of the company. This newly created department has developed into a true game changer in operational project management, covering all aspects from the lead generation through the deal to the first day of hotel operation. Since the departmental launch, over 90 multi branded hotels, in more than 25 countries have been successfully opened under Michael’s leadership.
Stuart I.D (SID) McMillan
Stuart I.D (SID) McMillan
Director (Whistler, BC, Canada)
A dynamic second-generation hospitality professional with over ten years’ experience in hotels and two years’ experience in hotel and resort development and financing, Sid lived and breathed the industry growing up with hotelier parents in Canada, Latin America, the Caribbean and the Middle East. As a principal in this hospitality consulting firm specializing in repositioning and rebranding under-performing hotel assets, Sid was involved in all aspects of the business from marketing and business development to sales presentations, brand market research, brand standard audits, sourcing suppliers and executing renovations and re-openings on budget and on schedule. A business merger plan was assembled for a Canadian subsidiary company in Cuba in which Sid was the principal author. Sid was also instrumental in the firm’s expansion into development and financing in 2012.
Prior to joining Axis, Sid co-founded the Banff Airporter, a highly successful transportation company achieving $1 million in annual sales within two years of startup. In charge of 30 employees, Sid designed the company website, implemented a highly successful marketing strategy and set up a customized digital reservation system. Sid sold his share of the company in 2000 to pursue other interests. Moving to Whistler, Sid pursued his passion for skiing as a ski-guide for Powder Mountain cat-skiing and managing duties for Snowmobile, ATV and Hummer operations for Outdoor Adventures Whistler, later assuming a position as General Manager of Whistler Paintball Adventures.