Hospitality Architecture
One firm holds the brand, the operations and the economics of a room, because they are one object.
Tony’s operating role before he founded the firm: full operational and brand leadership of a multi-unit coastal hospitality group, as President and Chief Brand Officer. The group is not named here.
Combined same-store net sales
Q1 2026 against Q1 2025. Flagship 12.7%, second unit 8.6%.
Flagship net margin, at intake
Turned positive within five reporting periods, and sustained.
Property owners, hotel groups, and capital partners bringing hospitality into buildings they hold, one concept or a whole portfolio. The firm takes a seat at the table and stays until it runs.
Where a seat is taken →A new concept. Set the architecture now, before the build sets it for you.
Where a build begins →A business already open, drifting from what it was meant to be. The margins and the brand come back to the concept while the operator keeps running the floor.
How a repair is scoped →
“Tony’s ability to combine strategic thinking with true hospitality leadership is rare. He leads from the front, earns the respect of his teams, and never asks anyone to do something he wouldn’t do himself. His passion for hospitality, attention to detail, and relentless pursuit of excellence had a major impact on our growth trajectory.”
It begins with a conversation.
Thirty minutes with Tony. What the room is doing now, and what it was built to do. Bring what you have, and nothing needs preparing in advance.
An ongoing engagement, carried as a retainer or taken on as a defined build. Margins, design, training, and brand come back into spec while the operator runs the business.
Or write to Tony directly: tony@tableandtheory.com