The consulting partner for the banya business

We learn the project: location, goals, current challenges, and what success looks like. A single conversation, or a deeper site and operations review.

In practice — For a project still on paper this is a site and market read — what the location allows, who the guests would be, which format and capacity the numbers support. For a complex already trading it looks different: time spent inside the operating figures and the steam rooms themselves.

You end up with — A shared picture of the project — goals, constraints, and the measure that success will be judged against.

We identify the core problems limiting the project — technical (stove, ventilation, fire safety) or operational (staff, service flow, margins, marketing).

In practice — The questions sort themselves into two piles. Is the steam room losing heat through ventilation designed for another climate? Or is the building fine and the loss sits elsewhere — a service flow that stalls at the front desk, an offer priced against the wrong hour, a brand that reads as generic wellness to exactly the guests who would pay premium.

You end up with — A feasibility and risk map, and a ranked account of what is actually limiting the project — where the money leaks, and where it is hiding.

A tailored plan addressing the diagnosed issues, with clear scope, timeline, deliverables and expected outcomes.

In practice — Concept variants each carry their own financial logic, so the choice is made on money rather than taste. Where a complex is already running, every proposed change is ranked by payback — what to rebuild, what to repurpose, what to close.

You end up with — Scope, timeline and expected outcomes in writing — and, where something is being built, a documentation package ready for construction and permits rather than a mood board.

We work alongside your team during execution — guidance, training and checkpoints, so the plan produces real results.

In practice — Equipment is commissioned, safety-certified and acceptance-tested rather than simply delivered. Staff are hired and trained before opening, not after. Where the complex is already trading, renovation is sequenced so the work does not kill the revenue that is paying for it.

You end up with — Commissioned equipment with warranties and a maintenance schedule, a trained team, and standards documented well enough that the room runs without the founder standing in it.

Once the improvements are in place we keep watching the key metrics and refining processes, so the business keeps getting better.

In practice — Audits and retraining where an audit finds a gap; temperature and humidity monitoring; client feedback loops. Campaigns reviewed against weekly analytics instead of at the end of a season.

You end up with — Dashboards your managers open weekly, so the next round of improvements starts from data rather than from opinions.