Premium Hospitality Buy- and-Build Platform
Acquiring proven brands. Scaling unit economics. Capturing real estate upside.
$154M Institutional Equity Capitalization | Confidential Investor Presentation
Management-estimated current revenue of ~$57M and current EBITDA of ~$12M
Target Year 3 EBITDA of ~$86M with multiple exit paths
Asset-backed growth strategy through Hospitality Brands + REO Venues
The PE Thesis in One Page
A restaurant roll-up reframed as an institutional, asset-backed hospitality platform.
$65M initial + $89M expansion close
Management estimate
Existing portfolio base
36-month plan
Institutional Platform Creation
Build a scaled, multi-brand premium hospitality platform rather than a single-concept restaurant group.
Centralize finance, marketing, purchasing, development and operational controls.
Buy-and-Build Deployment
Acquire, license and relaunch proven concepts with existing brand equity and unit-level evidence.
Prioritize second-generation spaces and high-density markets to compress opening timelines.
Real Estate-Backed Downside
Use REO Venues to own or control the underlying hospitality real estate.
Create exit optionality through OpCo sale, PropCo sale, refinancing or hybrid recapitalization.
"Premium hospitality platform consolidation."
Executive Summary
Shared Hospitality Holdings is pursuing a scaled premium hospitality buy-and-build strategy across brands, operations and real estate.
What We Are Building
A multi-brand, high-volume hospitality platform positioned around premium dining, nightlife and experiential retail.
A centralized operating company paired with real estate ownership/control to enhance asset value and exit flexibility.
Why It Is Investable
Large equity check deployment into identifiable concepts, markets and real estate targets.
Potential to compound EBITDA through unit expansion, margin discipline, purchasing scale and multiple arbitrage.
Use of Capital
$65M initial equity capital for immediate acquisition and control transactions.
$89M expansion capital within approximately 150 days to fund development equity, growth and reserves.
Target Investor Outcome
Base case target of low-to-mid 20% IRR and 2.5x-3.5x MOIC over a 36-60 month monetization window.
Exit paths include PE recap, strategic sale and real estate portfolio monetization.
The opportunity is not simply to open more restaurants. The opportunity is to convert proven premium hospitality concepts into an institutional platform with scale, real estate protection and exit optionality.
Investment Thesis
A repeatable value creation model across brand acquisition, unit expansion, operational integration and real estate monetization.
Acquire / Control Proven Brands
Prioritize recognizable concepts with demonstrated AUV, guest affinity, culinary differentiation and market expansion potential.
Centralize the Operating Stack
Build one institutional operating layer across finance, HR, marketing, purchasing, site selection, design andanalytics.
Scale Into High-Density Markets
Launch in markets with tourism, affluent demographics, nightlife adjacencies and available second- generation hospitality real estate.
Capture Real Estate Upside
Acquire or control venue real estate where possible, creating a PropCo value layer and downside asset coverage.
Compound EBITDA and Exit Multiple
Move from concept-level economics to platform-level EBITDA, creating a more valuable asset to PE and strategic buyers.
Investor Takeaway
This is an institutional buy-and-build hospitality platform - not as a collection of restaurant openings. The fundable premise is platform EBITDA, real estate protection, operating leverage and exit optionality.
Why Now
The current market window favors operators that can pair capital, brand equity and real estate execution.
Market Opportunity
Fragmented premium hospitality market with limited scaled consolidators.
Second-generation restaurant and nightlife venues available in supply-constrained corridors.
Brands with existing recognition can accelerate demand capture relative to new concepts.
Private markets continue to reward scaled, professionalized platforms over single-location operators.
Execution Advantage
Experienced operator and culinary team with scaled hospitality operating DNA.
Data-driven site selection and unit design to reduce opening risk.
Centralized systems and shared services to improve operating consistency.
REO Venues structure provides more control over occupancy cost and asset value.
Why Larger Private Equity Audiences Should Care
The strategy directly addresses the elements Investors underwrite: platform scale, repeatable growth, asset protection and exit paths.
1. Platform Scarcity
Premium restaurant groups with recognizable brands and institutional operating systems are scarce.
Scale creates buyer relevance to PE, strategic acquirers and lifestyle hospitality consolidators.
2. Visible Deployment
Identified pipeline across NYC, Chicago, Dallas, Austin, Nashville, Palm Beach and Las Vegas.
Capital is allocated to specific brand and venue opportunities rather than a broad blind-pool story.
3. EBITDA Inflection
Current EBITDA base provides a foundation for a three-year ramp to management-targeted $86M EBITDA.
Margin upside from centralized purchasing, labor discipline and repeatable venue designs.
4. Real Estate Backstop
Owning or controlling REO Venues creates tangible downside protection absent from typical restaurant roll-ups.
PropCo monetization can generate independent liquidity and valuation support.
Investor headline: disciplined buy-and-build consolidation of premium hospitality brands, paired with asset-backed real estate ownership and an institutional operating system.
Platform Blueprint: Hospitality Brands + REO Venues
A dual-engine model designed to create operating EBITDA and real estate-backed asset value.
Hospitality Brands / OpCo
Owns, operates, licenses or manages premium restaurant and nightlife concepts.
Generates venue EBITDA, management fees, licensing economics and brand equity.
Centralized operating infrastructure across culinary, labor, marketing and controls.
REO Venues / PropCo
Acquires or controls target hospitality real estate in priority markets.
Uses mortgages, construction financing and refinancing to optimize capital efficiency.
Creates independent monetization options through sale, refinance or spin-off.