Hotel Management & Development Company in Georgia

HMG — Hotel development, consulting and management in Georgia

Full cycle

From idea to the first guest — under one contract

Market assessment, concept, financial model, architecture, construction, opening and operations. Six stages, one team, one line of accountability.

The six stages Get in touch

Portfolio

$89.5MInvestment raised

22+Projects

6In progress

1150+Room keys

These numbers took twelve years — one project at a time

See the projects About us

Since 2014 · 22+ projects

Hotels lose their first money on the wrong concept

The wrong segment, oversized rooms, a kitchen placed against its own logistics — these decisions are made before any concrete is poured, and they work against you for the life of the asset.

Request a project assessment How we work

For developers

A premium development is not yet a a finished asset

Hotel-grade management for residential and commercial buildings: security, technical systems, concierge, transparent administration. It raises both the value of the asset and the developer’s reputation.

Property management Request a proposal

$89.5MInvestment raised

22+Projects

6Projects in progress

1150+Room keys

About us

Hospitality development and management since 2014

HMG — HORECA Management Group is a hospitality development and management company providing professional support to investors, developers and property owners across the full project lifecycle.

Our work spans market and project assessment, concept and business-model development, architectural and design coordination, construction and fit-out management, procurement, pre-opening and ongoing operations.

We work on hotels, aparthotels, resorts, restaurants, spa and wellness facilities, and on both branded and independent developments.

We treat every project not simply as real estate but as a future business. That is why architectural, technical, financial and operational decisions are brought into a single strategy.

Process

From idea to a finished project — six stages

Select a stage ↓

Stage 01 · 6–8 weeks

First establish whether it is worth building. Then draw it.

Location potential, competitive set, target segment, and a realistic ADRAverage Daily Rate — room revenue divided by the number of rooms sold. and occupancy forecast. This is the stage where the original idea often turns out to need changing and that is far cheaper here than later.

You receive

Market study
Competitive set analysis
ADRAverage Daily Rate — room revenue divided by the number of rooms sold. / occupancy forecast
Preliminary financial model

We need from you

Site documentation
Investment frame
Target return

Stage 02 · 6–10 weeks

Positioning, brand, and the room mix the model actually supports.

Concept development, branded versus independent analysis, franchise shortlist. The key count and F&BFood and Beverage — restaurant, bar, breakfast, room service and banqueting. programme come out of the financial model — not out of the architect’s first sketch.

You receive

Concept book
Brand comparison matrix
Operator RFPRequest for Proposal — a document asking suppliers to bid on identical terms. pack
Revised room programme

We need from you

Hold-period intention
Brand preferences, if any
Capex ceiling

Stage 03 · 4–8 months

A drawing that already accounts for how the hotel will run.

Architectural and interior design, engineering, cost optimisation and tender management. Every decision is checked against operating logic: where staff circulate, how laundry moves, where deliveries land.

You receive

Architectural design
Interior concept
MEPMechanical, Electrical and Plumbing — the building's engineering systems. engineering
Tender documentation

We need from you

Stage sign-offs
Permitting process
Funding confirmation

Stage 04 · 14–24 months

Budget and schedule are held here — or lost here.

Site supervision, budget control, FF&EFurniture, Fixtures and Equipment — furniture, lighting, textiles and equipment that stay with the building. and OS&EOperating Supplies and Equipment — linen, tableware, amenities and cleaning materials; consumed day to day. procurement. Monthly owner reporting: where we stand against schedule and budget, and which risks have surfaced.

You receive

Monthly progress report
Budget tracking
FF&EFurniture, Fixtures and Equipment — furniture, lighting, textiles and equipment that stay with the building. and OS&EOperating Supplies and Equipment — linen, tableware, amenities and cleaning materials; consumed day to day. procurement
Quality control

We need from you

Payment schedule
Change-order approvals

Stage 05 · 16 weeks

On opening day the hotel should already be selling.

Standards implementation, recruitment and training, PMSProperty Management System — the software that runs reservations, check-in, room status and guest folios. and distribution launch. Bookings have to open months before the doors do — otherwise the first season is lost.

You receive

Operating standards (SOPStandard Operating Procedure — a written rule for how a specific task is performed.)
Recruited team
PMSProperty Management System — the software that runs reservations, check-in, room status and guest folios. and channel integration
Year-one sales plan

We need from you

Pre-opening budget
Legal and licensing

Stage 06 · Ongoing

From here everything comes down to one number: RevPARRevenue per Available Room — occupancy multiplied by average rate; it measures rate and occupancy together..

Revenue management, sales and marketing, food & beverage, and transparent owner reporting. We run the hotel as though it were ours — because our fee is tied to how it performs.

You receive

Monthly P&LProfit and Loss — the income statement: revenue, costs and result for a period.
Revenue management
Sales and marketing
Operational audits

We need from you

Annual budget approval
CAPEXCapital Expenditure — construction, equipment and major refurbishment; one-off investment rather than running cost. reserve

Read the full process →

Durations are indicative and depend on project scale, location and the permitting process.

Hotel-grade management for residential and commercial buildings

For developers

Your project sells once. Its reputation is sold every day.

24/7Security and duty cover

Hotelgrade standard, applied to a building

Onereport for the owner

Under HMG management your development runs to hotel standards: security, cleanliness, technical systems and resident comfort. That reduces operating risk, raises asset value and strengthens the developer’s reputation.

24/7 professional security
Daily cleaning of common areas
Lift maintenance
Fire systems, pumps, generator, HVACHeating, Ventilation and Air Conditioning.
Concierge and resident support
Short-let apartment management

Request a proposal Learn more →

4 March 2026

PMSProperty Management System — the software that runs reservations, check-in, room status and guest folios. System — The Main Tool for Hotel Management

A PMSProperty Management System — the software that runs reservations, check-in, room status and guest folios. is the core technology behind modern hotel operations. It centralizes reservations, front desk management, reporting, and financial control.

Get in touch

Planning a hotel project?

Three questions and we will know how to help. The first consultation is free.

—

⏱ About 40 seconds

Where does your project stand?

Pick whichever is closest.

A little about the project

If you have a design, a sketch or a business plan, attach it. That lets us give you a far more specific answer.

Location

Approximate number of keys

What do you need help with? (optional)

Upload your project (optional) + Upload a design, sketch or business plan PDF, DWG, DOC, XLS, PPT, JPG, PNG, ZIP — max 25 MB

How can we reach you?

We reply within one working day.

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Company

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Phone

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Go back if anything needs changing.

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HMG — Hotel development, consulting and management in Georgia

From idea to the first guest — under one contract

These numbers took twelve years — one project at a time

Hotels lose their first money on the wrong concept

A premium development is not yet a a finished asset

Hospitality development and management since 2014

From idea to a finished project — six stages

First establish whether it is worth building. Then draw it.

Positioning, brand, and the room mix the model actually supports.

A drawing that already accounts for how the hotel will run.

Budget and schedule are held here — or lost here.

On opening day the hotel should already be selling.

From here everything comes down to one number: RevPARRevenue per Available Room — occupancy multiplied by average rate; it measures rate and occupancy together..

Delivered projects

Abastumani Royal Residence

White Hill Hotel

Sevsamora Resort & Spa

Bristol Bakuriani

Chateau Khashmi

Colosseum Marina Hotel

Your project sells once. Its reputation is sold every day.

The questions investors ask first

Knowledge that saves you money

HMG in Bavaria: German Expertise for Hotels, Aparthotels and Residential Developments

A Hotel Doesn't Begin with Construction — The Most Important Decisions Are Made Long Before

How to Save on Hotel Construction — Key Focus Areas

PMSProperty Management System — the software that runs reservations, check-in, room status and guest folios. System — The Main Tool for Hotel Management

Planning a hotel project?

Where does your project stand?

A little about the project

How can we reach you?

Check and send

Thank you — request received

What we are asked every week