Your portfolio doesn't need another report. It needs an Operator.
Castellan partners with Owners, Boards, Investors, and executive teams to turn underperforming resort portfolios into performing assets — across Hawaii and California, at hundreds of millions in scale.
Every engagement is led personally by the Principal — the operator who carried the P&L, on property with your team.
Profitability and guest experience move together. We fix margins without hollowing out the service guests pay for.
Owner, HOA, Board, and Operator aligned around one set of numbers, one standard, and one accountable team.
Hired when performance can’t wait for another report.
Castellan serves Owners, Boards, Investors, and executive teams — across luxury, upscale, select-service, and seasonal resorts, vacation ownership, luxury estates, and mixed-use assets. When service is drifting, margins are leaking, and Owner, HOA, and Operator are pulling in different directions, Castellan brings an operator who has carried the P&L at scale — and who stays to fix it with your team.
Executive Teams & Operators
Turnarounds and repositioning, portfolio performance, staffing efficiency models, and GM coaching — delivered alongside the existing team across multi-property, multi-state complexity, not imposed from outside it.
Investors
Pre-acquisition operations review, market analysis, and acquisition transitions. Clear-eyed judgment on what a portfolio can perform — and interim leadership to keep it performing while permanent leadership is placed.
Owners & Boards — including HOAs
Independent diagnostics, budget and CapEx review, and Operator accountability. Governance and alignment that protect the asset, the reserve, and the Owner’s return — with one standard everyone is held to.
Everything a complex resort portfolio needs to perform.
Filter by focus area. Every engagement is led personally by Abdul Aboushadi, Principal, and every service ends in a concrete deliverable your team keeps.
Portfolio Diagnostics & GOP Optimization
Full P&L diagnostic by property and department, margin leakage, flow-through analysis, and a prioritized 90-day profit plan.
Deliverable: A written findings report and a 90-day profit plan, ranked by dollar impact, with a named owner for every action.
Labor Modeling & Cost Control
Staffing efficiency models tied to occupancy and service standards, scheduling productivity, contract and expense review — efficiency built without hollowing out service.
Deliverable: A working labor model for each department — staffing guides by occupancy band and a credits-based housekeeping system your GMs run daily.
Multi-Site Resort Operations
Operating cadence, standards, and accountability across large, complex, multi-property portfolios in Hawaii, California, and multi-state — where alignment has to hold across very different properties, guests, and economics.
Deliverable: A portfolio operating cadence — weekly P&L and guest-score reporting, property scorecards, and a GM review rhythm that holds across every site.
Turnarounds, Repositioning & Interim Stabilization
Step-in leadership for transitions, openings, and underperforming assets. Stabilize service, cash flow, and team confidence fast.
Deliverable: A 30-60-90 stabilization plan with weekly cash-flow and service reporting to ownership until the asset is steady.
Owner, HOA & Board Relations
Board governance, Owner communications, budget presentations, and alignment between Ownership goals and day-to-day operations. Board President experience included.
Deliverable: Board-ready budget and performance presentations, plus an Owner communication calendar the board can rely on all year.
CapEx, Renovations & Asset Preservation
Capital planning, renovation scoping and oversight, reserve priorities, and life-safety / brand-standard compliance without guest-experience collapse.
Deliverable: A prioritized multi-year capital plan — projects sequenced against reserves, life-safety, and brand standards, with cost exposure made explicit.
Guest Experience Improvement
Service recovery systems, quality audits, and department-level action plans — the same approach that transformed guest experience across an entire portfolio.
Deliverable: A service-recovery playbook and department action plans, tracked against guest scores until the improvement holds.
GM Coaching & Leadership Development
One-to-one coaching for General Managers, succession and bench strength, hiring support, and team building for large, distributed teams.
Deliverable: A written development plan for each GM — goals, review cadence, and a succession bench for every key role.
Vacation Ownership & Mixed-Use Assets
Specialist support for vacation ownership resorts, luxury estates, and mixed-use assets with commercial / retail components — across luxury, upscale, select-service, and seasonal operations.
Deliverable: An asset review covering rental, HOA, and commercial components — one aligned operating plan across all three.
Abdul Aboushadi
Principal
Formerly VP-level operations leadership across Hawaii and Southern California for one of the world’s largest vacation ownership companies.
Abdul Aboushadi
Owners hire Abdul Aboushadi when a portfolio must perform — and they keep him close when it has to keep performing. As Principal, he leads every Castellan engagement personally.
With 20+ years of experience, he brings the judgment of an operator who has led a large-scale, multi-property, multi-state portfolio at hundreds of millions in scale, spanning luxury, upscale, select-service, and seasonal resorts, vacation ownership, luxury estates, and mixed-use assets across Hawaii and California. That portfolio delivered top-tier profitability while guest experience was transformed across the portfolio — not by cutting service, but by leading it.
He works on property, alongside ownership and the existing team — aligning Owners, HOAs, Boards, and Operators around one set of numbers, one standard, and one accountable team — and stays in the operating cadence until the results show up in the P&L, in performance Owners can measure and experiences guests can feel.
His command runs the full asset: turnarounds and repositioning, acquisition transitions, staffing efficiency models built for efficiency without hollowing out service, market analysis, construction, remodels and capital expenditures, and negotiating business ventures. If it touches performance, he has led it.
He has also been the owner, not only the operator. He revived a San Diego restaurant from its previous seller into a cult favorite known for its Americana, and after five years sold it to a larger corporation. For four years he also ran an auto repair business, built on his love of cars — a trusted resource for the community that gave old cars new life. He brings that owner's discipline to payroll, vendor, and capital decisions, because he has made them with his own money at stake. He serves as Board President at Westward Isle. CMCA Certified, Six Sigma Green Belt, B.S. Hotel Management, Helwan University.
Proof, not promises.
Recent Case Studies
A 450-suite full-service resort
The problem
A large, premium suite resort — studios through four-bedroom suites — was not reaching its full sales potential. The inventory had leverage the P&L wasn’t capturing.
What was done
- Revamped the sales and marketing bonus structure and attracted top talent to run it
- Tiered suite pricing with minimum length of stay controls on multi-bedroom inventory
- TRevPAR ancillary monetization — capturing spend from every guest in the suite, not just the booking guest
- Credits-based housekeeping matched to suite size
- Shifted bookings from OTAs to direct channels, cutting commission leakage
- Energy management systems to cut utility costs across large suite footprints
A 280-suite resort
The problem
The resort was losing $400,000 a year in labor costs, with vendor costs running high on top of it — margin leaking out of the two largest controllable lines on the P&L.
What was done
- Built an efficient labor model tied to occupancy and suite size
- Introduced a credit-based housekeeping system
- Renegotiated vendor agreements across the operation
- Hired more skilled Chief Engineers, who took projects in-house instead of paying for costly outside repairs
- Put deferred projects on a priority schedule, so known upcoming large expenses were planned for instead of landing as surprises
Diagnose first. Fix what matters. Leave a team that can sustain it.
No long retainer pitch before value. Start with a focused diagnostic, agree the numbers, then implement together — with ownership and the existing team, led by the Principal.
1 — Diagnostic (Weeks 1–2)
P&L, labor, guest, and CapEx review. Interviews with GMs and Owners. One clear findings report.
2 — 90-Day Plan
Prioritized actions by dollar impact and guest impact, with Owners for each item and weekly reporting.
3 — Execution Support
Implemented alongside ownership and the existing team — on-property and portfolio cadence, GM coaching, and Owner / Board updates while the plan is delivered.
4 — Handover
Systems, models, and trained leaders left in place — so performance doesn’t leave when the engagement ends.
What “good” looks like
Owners get the truth about where money and guest satisfaction are leaking — and a plan that fixes it. Operators get leadership, not extra reporting. GMs get coaching from someone who has sat in their chair and delivered.
ConfidentialPrincipal-ledReferences on requestBook a confidential consultation.
Tell us about the asset or portfolio. Email us directly at contact@castellanhospitality.com, or use the form — submissions are sent directly to that inbox.
Owner inquiries are answered personally by the Principal — there is no intake team and no handoff. Every inquiry is treated as confidential.
What to include for a useful first call
Property type and location • Number of keys / sites • Owner or Operator • What’s not working — margin, service, staffing, transition, or CapEx • Your timeline.