Start a conversation
Start a conversation

For hotel technology companies

A seat at the founder’s table.

I have sold hotel technology, scaled the teams that sell it, and today I buy it. Founders and leadership teams get that view as recurring, candid and practical advice.

Start a conversation See the portfolio

Both sides of the deal

  1. 2015–2024 I sold it. Account executive to Head of Sales EMEA at Triptease, then SiteMinder, Cloudbeds and Canary Technologies.
  2. 80+ people I scaled the teams that sell it. Commercial organisations grown from single digits to more than 80 people, across EMEA and globally.
  3. Since 2024 Today I buy it. Chief Digital Strategy & Business Automation Officer at Planhotel Hospitality Group.

Where the operator’s view changes decisions.

  • 01

    Product

    What hotels will actually adopt, where AI fits the roadmap, and how operators judge a product.

  • 02

    Go-to-market

    Ideal customer, pricing and packaging, sales motion, EMEA expansion and partner programmes.

  • 03

    Positioning

    Narrative, messaging and competitive frame, tested against how hotel buyers think.

  • 04

    Network

    Introductions to hotel groups, technology partners and investors, where they serve both sides.

01 — Current portfolio

Four companies, no overlap.

One seat per category, so no two companies in the portfolio compete with each other.

Company Category Role Focus
Canary Technologies Guest management platform for hotels GTM Strategic Advisor EU expansion and partnerships
RoomPriceGenie Revenue management for independent hotels Advisory Board Product direction and industry trends
LobbyAI AI agents for hotel and travel group bookings Advisory Board Go-to-market, commercial strategy and the operator’s perspective
Snapfix Operations and maintenance management for hotels Advisory Board Product feedback and go-to-market

Relationships are disclosed and nothing is resold.

How we work together.

  • Advisory board seat

    Shape
    Ongoing advisor to the founder and leadership team.
    Cadence
    Regular sessions, plus access in between.

  • Strategic GTM advisor

    Shape
    A focused remit, such as a region or a partnership programme.
    Cadence
    Agreed per remit.

  • Investor support

    Shape
    Expert calls, deal diligence or a standing sector role for a fund.
    Cadence
    Per call, per project or quarterly.

  • Talks and panels

    Shape
    Industry events, drawing on Lab work and operator experience.
    Cadence
    Selective.

For investors

I see the deal from the buyer’s seat and the seller’s.

Fast, candid judgement on a company or a thesis, from the operator side and the vendor side. It can start with a single call and grow into diligence or a standing sector role.

  • Expert calls
  • Commercial due diligence
  • Sector advisor to a fund

Independent by design.

Either side can end a relationship if a conflict cannot be managed honestly.

  1. 01

    Disclose first

    If a portfolio company’s product may be relevant to you, I say so at the outset.

  2. 02

    Keep information apart

    Client information never reaches portfolio companies, and portfolio information never reaches clients.

  3. 03

    Same criteria for every vendor

    A portfolio company in an evaluation is scored against the same rubric as every other vendor.

Where I am adding seats.

Categories next to the current portfolio, without overlapping it.

  • Property management systems
  • Distribution
  • F&B and POS
  • Workforce tools
  • Guest data
  • Payments

What I look for

  • Operator insight changes the company’s decisions. The fit is real, not decorative.
  • No direct competitor already sits in the portfolio.
  • The founder wants challenge, not applause.
  • Terms protect independent work: IP, non-compete scope and non-solicitation are agreed explicitly.

Bring the question.

Thirty minutes, unbilled. The shape of a seat comes later.

Start a conversation

Or write to marco@rossoconsulting.ch