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Our materials don't convince investors

The concept is well thought through, the family backs it, and yet the meeting with the bank or investor ends in a polite no. Usually nobody tells you what was missing.

Typical for: family businesses before a renovation, extension or handover · projects seeking outside capital for the first time · properties with strong operations and weak financial documentation

Documented by Hospis

Updated: 24 September 2026

How you recognize it

  • Clarify who you need to convince: your bank, a funding body, a private investor or an operator. Each reads different pages first.
  • Lay out your assumptions: occupancy, average rate, cost ratios, construction time. Every number needs a source.
  • Calculate at least one cautious scenario and show what happens then.
  • Present the actual figures of the last three years cleanly before you talk about the future.
  • Name the biggest risks yourselves and write down how you will deal with them.
  • Have someone who doesn't know the project read the materials, and note every question they ask.

Matching Hospi

JT

Javier Torrente

Operations · Concept development · Team building · Palma de Mallorca
Works with protel · Mews · Mews POS · Smart Host
AdviseImplementOperate

Builds materials that show the operation holds up: traceable assumptions, a cautious scenario and clear roles.

Mapped to root cause
Assumptions without a sourceOnly one scenario
View profilePersonally vetted · independent match

Which path fits your situation?

01

Diagnosis

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A vetted Hospi analyses your situation in a structured way, in conversation and with a written result. Every statement clearly labelled: FACT, BENCHMARK, HYPOTHESIS or CONCLUSION. You get a concrete path, not a sales meeting.

  • A legitimate outcome is also: no engagement needed.
  • If an engagement follows, the diagnosis fee is fully credited.
02

Urgent support

Acute situation? Your case is reviewed with priority, with a response within 48 hours.

Cause fields and how to tell them apart

Rejections from banks and investors rarely have to do with the idea. Usually they cannot tell from the materials whether the numbers hold and who carries the project.

These fields are complete, and many properties get there on their own. That is what this page is for. The cost simply does not appear on an invoice: internal hours, a few attempts, and a season that keeps running in the meantime.

01

Assumptions without a source

How you spot it

Occupancy and rate in the plan sit well above actual figures, with no explanation why.

The way out

Link every planning assumption to actual figures, market data or comparable properties, and name the source.

02

Only one scenario

How you spot it

The plan only knows the good case. What happens with a longer construction period or a weaker season is not covered anywhere.

The way out

Put a cautious scenario alongside it and show whether debt service and operations still hold, and which measures kick in otherwise.

03

The materials don't fit the audience

How you spot it

The bank gets an image brochure, the investor gets a loan application. The questions the other side really has stay unanswered.

The way out

Before the meeting, clarify what the other side has to decide and order the materials accordingly: collateral and debt service for the bank, return and exit for the investor.

04

Unclear who runs the project

How you spot it

Family, operator, architect: many people are involved. Who decides and who is responsible for operations cannot be seen from the materials.

The way out

Show roles, experience and decision paths on one page. Lenders and investors finance people they can assess.

Frequently asked

Do we need an external appraisal?
For larger projects, banks often ask for an independent assessment of the market and the plan. Clarify this early with your bank so the time and cost are planned in.
How detailed does the business plan need to be?
As short as possible, as complete as necessary. A clear two-page summary and an appendix with all assumptions work better than a hundred pages of prose.
What about public funding?
Funding can improve the financing considerably, but it comes with its own conditions and deadlines. Check it before you talk to a bank or investor so it is already built into the plan.

Describe your situation

The problem context is automatically included, you do not need to repeat anything.

Problem
Our materials don't convince investors

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