Combined across all five hotels — the 2026 operating plan measured against the original underwriting, top to bottom of the statement.
Pick a property to walk from the underwriting (proforma) NOI down to the 2026 budget NOI. Each bar is that line's dollar impact on NOI — red erodes, green lifts — and the steps reconcile exactly to the gap, so you can see where the revenue stops flowing. All five properties are shown on the same June–December stub-year basis (January–May excluded) on both sides, so the walk is an apples-to-apples seven-month comparison.
Switch the lens between variance to underwriting, budget dollars, and proforma dollars.
By position, by property — or pick Portfolio for the roll-up across all five. Then a metric — Hours (hrs/day coverage), Wage (rate variance × budgeted hours), Unplanned (budget roles with no underwriting counterpart), or Impact Summary (a by-department roll-up of all three) — measured against the underwriting staffing plan via the budget↔underwriting crosswalk. Portfolio sums the per-property impacts.
Full-time equivalents and average wage by department across all five hotels, with the 2026 plan and the original underwriting side by side. Switch the lens to Budget, Proforma, or Variance.
FTE = full-time equivalents (2,080 hrs/yr); all five properties are on a June–December stub-year basis (full-time during the Jun–Dec stub = 1.0). On Budget and Proforma, the second column is the blended average hourly wage; on Variance it is the budget-vs-underwriting difference in FTE and in average hourly wage (red = budget above underwriting). Variance is itemized by position using a budget-to-underwriting crosswalk (the underwriting groups roles differently — e.g., its Hotel Manager maps to the budget's Assistant General Manager, and its Night Audit to the budget's Night Desk Clerk). Full dollar impact is covered in Section 05. Sources: each property's 2026 labor plan (budget) and original underwriting staffing plan (proforma).
Hours per day and average wage by department across all five hotels, with the 2026 plan and the original underwriting side by side — the same staffing plan as Section 06, expressed as daily coverage (hrs/day) rather than FTE. Switch the lens to Budget, Proforma, or Variance.
Hours per day = each role's budgeted Jun–Dec hours ÷ operating days in the stub period (≈214, the same for all five hotels). On Budget and Proforma, the second column is the blended average hourly wage; on Variance it is the budget-vs-underwriting difference in hrs/day and in average hourly wage (red = budget above underwriting). Variance uses the same budget-to-underwriting crosswalk as Section 06. Sources: each property's 2026 labor plan (budget) and original underwriting staffing plan (proforma).
Budget-only cost KPIs by department, all five hotels side by side, each on its labeled unit. All five properties are on the June–December stub year (seven months): dollar totals are the actual Jun–Dec budget; per-key figures are annualized to a full-year run-rate for comparison.
| Department | KPI | Austin | Bastrop | Frisco | St. Joseph | Tyler | AIMBRIDGE |
|---|---|---|---|---|---|---|
| ▼ Rooms · % rms rev | CPOR | 20.1% · $29.13 | 20.0% · $29.21 | 21.4% · $30.59 | 19.3% · $30.04 | 23.5% · $29.41 | 21.9% · $28.34 |
| Acquisition Cost · % of rooms rev | 2.8% | 2.8% | 2.7% | 2.7% | 3.0% | 2.4% |
| Complimentary Breakfast · POR | $4.50 | $4.50 | $4.50 | $4.50 | $4.50 | $3.80 |
| Supply Cost · POR | $1.90 | $1.90 | $1.90 | $1.90 | $1.90 | $1.27 clean+guest |
| Laundry Cost · POR | $1.71 | $1.77 | $1.91 | $1.83 | $1.85 | $1.60 w/ staffing |
| Linen · POR | $0.50 | $0.50 | $0.60 | $0.50 | $0.50 | $0.58 |
| ▼ Retail Store · POR | COGS % | $1.00 · 50% | $1.00 · 50% | $0.75 · 50% | $1.00 · 50% | $1.00 · 50% | — |
| Alcohol · PAR | $0.18 | $0.17 | $0.13 | $0.17 | $0.16 | — |
| Other · PAR | $0.62 | $0.58 | $0.43 | $0.60 | $0.54 | — |
| ▼ Misc Income · POR | $1.07 | $1.09 | $1.07 | $1.09 | $1.09 | — |
| Cancellation · POR | $0.50 | $0.50 | $0.50 | $0.50 | $0.50 | — |
| Guest Laundry · POR | $0.15 | $0.15 | $0.15 | $0.15 | $0.15 | — |
| Pet Fees · POR | $0.40 | $0.40 | $0.40 | $0.40 | $0.40 | — |
| ▼ Administrative & General · % total rev | CPAR | 9.1% · $10.88 | 8.7% · $9.69 | 8.8% · $9.57 | 8.6% · $10.54 | 10.8% · $9.56 | 8.5% |
| Credit Card Fees · % of total rev | 2.85% | 2.85% | 2.85% | 2.85% | 2.85% | 2.80% |
| Licenses & Permits · whole $ | $3,009 | $1,525 | $1,525 | $1,642 | $1,525 | — |
| ▼ Information & Telecom · $/key/mo | $47.55 | $46.20 | $53.01 | $50.33 | $52.99 | — |
| Cost of In Room Media · $ | $/key | $5,434 $85/key | $5,434 $82/key | $6,890 $97/key | $5,434 $91/key | $8,287 $135/key | — |
| Cost of Rooms · $ | $/key | $7,058 $111/key | $7,382 $111/key | $8,261 $116/key | $6,604 $111/key | $6,799 $111/key | — |
| Cost of Communications · $ | $/key | $11,074 $174/key | $11,074 $167/key | $16,715 $235/key | $11,546 $194/key | $11,354 $185/key | — |
| ▼ Sales & Marketing · % total rev | CPAR | 13.2% · $15.74 | 13.1% · $14.57 | 14.2% · $15.45 | 12.8% · $15.69 | 14.4% · $12.85 | 13.4% Sales + franchise |
| Media · whole $ | $9,100 | $9,100 | $9,100 | $9,100 | $9,100 | — |
| Brand.com Direct Metasearch · whole $ | $2,100 | $2,100 | $2,100 | $2,100 | $2,100 | — |
| Travel Ads - Expedia · whole $ | $5,250 | $5,250 | $5,250 | $5,250 | $5,250 | — |
| Travel Ads - Booking.com · whole $ | $1,750 | $1,750 | $1,750 | $1,750 | $1,750 | — |
| Outside Services Market Research · whole $ | $8,513 | $8,606 | $8,755 | $8,384 | $8,439 | — |
| Cogwheel Analytics · whole $ | $750 | $750 | $750 | $750 | $750 | — |
| Amadeus - Agency 360 · whole $ | $1,659 | $1,659 | $1,659 | $1,659 | $1,659 | — |
| Amadeus - Demand 360 · whole $ | $1,876 | $1,876 | $1,876 | $1,876 | $1,876 | — |
| Lighthouse - Rate Insights · whole $ | $887 | $887 | $887 | $887 | $887 | — |
| Lighthouse - Performance · whole $ | $2,022 | $2,115 | $2,263 | $1,892 | $1,948 | — |
| CoStar · whole $ | $770 | $770 | $770 | $770 | $770 | — |
| Construct Connect · whole $ | $550 | $550 | $550 | $550 | $550 | — |
| ▼ Property Maintenance · avg $/mo | $12,203 | $12,476 | $18,516 | $11,051 | $10,670 | — |
| Building · avg $/mo | $750 | $750 | $1,500 | $750 | $750 | — |
| Elevators · avg $/mo | $959 | $959 | $1,164 | $959 | $959 | — |
| Engineering Supplies · avg $/mo | $250 | $250 | $250 | $250 | $250 | — |
| Grounds Maintenance · avg $/mo | $1,140 | $473 | $1,261 | $900 | $700 | — |
| HVAC · avg $/mo | $718 | $711 | $2,079 | $692 | $673 | — |
| Kitchen Equipment · avg $/mo | $100 | $100 | $500 | $100 | $100 | — |
| Laundry Equipment · avg $/mo | $100 | $100 | $250 | $100 | $100 | — |
| Licenses & Permits · avg $/mo | $256 | $233 | $340 | $225 | $251 | — |
| Life Safety · avg $/mo | $1,375 | $1,144 | $1,352 | $1,062 | $1,182 | — |
| Light Bulbs · avg $/mo | $125 | $125 | $419 | $125 | $125 | — |
| Pest Control · avg $/mo | $224 | $216 | $224 | $216 | $170 | — |
| Plumbing · avg $/mo | $350 | $350 | $977 | $350 | $350 | — |
| Swimming Pool · avg $/mo | $575 | $450 | $700 | $450 | $450 | — |
| ▼ Energy | Water | Waste · $/key/mo | $136.53 | $128.82 | $130.70 | $134.78 | $120.26 | — |
| Electricity · $/key/mo | $76.60 | $87.57 | $68.98 | $91.47 | $81.27 | — |
| Fuels · $/key/mo | $13.30 | $9.01 | $12.44 | $9.30 | $8.39 | — |
| Water · $/key/mo | $29.09 | $27.69 | $40.35 | $28.99 | $25.71 | — |
| Waste · avg $/mo | $1,847 | $450 | $1,017 | $450 | $450 | — |
| ▼ Franchise Fees · % of fee rev | 9.9% | 9.9% | 11.1% | 9.9% | 10.3% | 4.9% % total rev |
| Royalty · % of fee rev | 5.0% | 5.0% | 6.0% | 5.0% | 5.0% | — |
| Marketing · % of fee rev | 3.5% | 3.5% | 3.5% | 3.5% | 3.5% | — |
| Loyalty · % of fee rev | 1.4% | 1.4% | 1.6% | 1.4% | 1.8% | — |
| ▼ Centralized Services · $/key/mo | $51.66 | $50.45 | $48.72 | $53.56 | $52.72 | — |
| Commercial Services · $/key/mo | $19.50 | $19.50 | $19.50 | $19.50 | $19.50 | — |
| Information Technology · $/key/mo | $4.55 | $4.55 | $4.55 | $4.55 | $4.55 | — |
| Legal & HR · $/mo | $510 | $510 | $510 | $510 | $510 | — |
| Centralized Accounting · $/mo | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | — |
| ▼ PTEB · % of wages | 22.0% | 22.2% | 24.0% | 23.4% | 23.1% | — |
| Salaries & Wages · total $ | $439,835 | $408,324 | $457,510 | $386,826 | $363,700 | — |
| Payroll Taxes | $35,789 · 8.1% | $33,076 · 8.1% | $36,865 · 8.1% | $31,445 · 8.1% | $29,704 · 8.2% | — |
| FICA · Social Security | $28,444 · 6.5% | $26,209 · 6.4% | $29,301 · 6.4% | $24,886 · 6.4% | $23,443 · 6.4% | — |
| FICA · Medicare | $6,665 · 1.5% | $6,140 · 1.5% | $6,863 · 1.5% | $5,830 · 1.5% | $5,493 · 1.5% | — |
| FUTA | $67 · 0.0% | $65 · 0.0% | $75 · 0.0% | $62 · 0.0% | $70 · 0.0% | — |
| SUTA | $613 · 0.1% | $663 · 0.2% | $626 · 0.1% | $667 · 0.2% | $699 · 0.2% | — |
| Supplemental | $13,660 · 3.1% | $10,347 · 2.5% | $23,939 · 5.2% | $12,201 · 3.2% | $7,999 · 2.2% | — |
| Vacation | Paid Time Off | $13,660 · 3.1% | $10,347 · 2.5% | $23,939 · 5.2% | $12,201 · 3.2% | $7,999 · 2.2% | — |
| Employee Benefits | $47,529 · 10.8% | $47,404 · 11.6% | $48,824 · 10.7% | $46,903 · 12.1% | $46,384 · 12.8% | — |
| Health Insurance | $39,640 · 9.0% | $39,640 · 9.7% | $40,044 · 8.8% | $39,640 · 10.2% | $39,640 · 10.9% | — |
| Workers' Compensation | $6,085 · 1.4% | $6,060 · 1.5% | $6,954 · 1.5% | $5,630 · 1.5% | $5,168 · 1.4% | — |
| Contributory Savings Plan | $1,247 · 0.3% | $1,147 · 0.3% | $1,250 · 0.3% | $1,082 · 0.3% | $1,031 · 0.3% | — |
| Disability Insurance | $558 · 0.1% | $558 · 0.1% | $576 · 0.1% | $551 · 0.1% | $545 · 0.1% | — |
| ▼ Non-Operating · $/key/mo | $307.05 | $283.08 | $303.37 | $303.34 | $238.04 | — |
| Real Estate Taxes · $/key/mo | $196.65 | $170.59 | $193.35 | $185.97 | $124.39 | — |
| Insurance · $/key/mo | $73.70 | $77.40 | $74.88 | $78.16 | $75.56 | — |
| Asset Management Fee · whole $ | $28,000 | $28,000 | $28,000 | $28,000 | $28,000 | — |
Portfolio operating benchmark. Remington = the five-hotel June–December budget (blended); Aimbridge = the comparison operator's assumptions. Δ = Remington − Aimbridge, green where Remington is favourable, red where unfavourable. Ratios are % of total operating revenue. Sales & Marketing is shown ex-franchise; Hilton franchise (royalty + marketing + loyalty) is the Franchise Fees line; a combined Sales + Franchise line follows for like-for-like, since operators split the two differently. Cleaning & Guest Supplies maps Aimbridge's two supply lines to Remington's single supply line; Aimbridge laundry shown on its with-staffing basis.
| Metric | Remington | Aimbridge | Δ |
|---|---|---|---|
| Performance | |||
| Occupancy | 75.4% | 80.9% | −5.5 pts |
| ADR | $143.25 | $138.02 | +$5.23 |
| RevPAR | $107.99 | $111.71 | −$3.72 |
| Rooms | |||
| Rooms Cost per Occupied Room · CPOR | $29.69 | $28.34 | +$1.35 |
| Rooms Profit Margin | 79.3% | 78.1% | +1.2 pts |
| Complimentary F&B · POR | $4.50 | $3.80 | +$0.70 |
| Cleaning & Guest Supplies · POR | $1.90 | $1.27Aimbridge $0.38 + $0.89 | +$0.63 |
| Laundry · POR | $1.81 | $1.60Aimbridge w/ staffing | +$0.21 |
| Linen · POR | $0.52 | $0.58 | −$0.06 |
| Acquisition / Commissions · % rms rev | 2.8% | 2.4% | +0.4 pts |
| Below-GOP Expense Ratios · % of Revenue | |||
| Administrative & General | 9.1% | 8.5% | +0.6 pts |
| Information & Telecom | 1.5% | 2.1% | −0.6 pts |
| A&G + IT · combined | 10.6% | 10.6% | — |
| Sales & Marketing | 3.4% | 8.5%core, ex-franchise | −5.1 pts |
| Franchise Fees | 10.1% | 4.9%Hilton royalty + mktg + loyalty | +5.2 pts |
| Sales, Marketing & Franchise · combined | 13.5% | 13.4% | +0.1 pts |
| Repairs & Maintenance | 3.5% | 3.9% | −0.4 pts |
| Utilities | 3.9% | 3.6% | +0.3 pts |
| Credit Card Fees | 2.8% | 2.8% | — |
| GOP — Gross Operating Profit | 47.6% | 48.9% | −1.3 pts |