Catalogue · 13 services · 2 planes
Thirteen services in two planes.
Operational: what sustains the accommodation day to day. Technological: what makes it scalable and measurable. The initial diagnostic decides which pieces make sense in your specific case and which do not.
What sustains the accommodation day to day.
Written processes, trained team, continuous supervision. The kind of operation that outlasts staff turnover because it is documented, not stored in someone's head.
- 01 The starting point
Operational audit of the accommodation
Structured analysis of processes and friction points. On-site or remote depending on size and complexity.
- 02 What sustains the day-to-day
Process design and implementation
SOPs for front desk, guest communication, incidents, check-in/check-out, housekeeping and daily close.
- 03 Outlasts staff turnover
Team training and accompaniment
Staff training on operations, guest service and use of the stack. On-site or remote.
- 04 Catch before it escalates
Continuous operational supervision
Periodic KPI review and correction of deviations before they escalate.
- 05 From zero to operational
Accommodation onboarding
Complete implementation for new accommodations or migration from existing systems.
- 06 What gets measured improves
Reporting and data analysis
Reporting setup with operational and financial KPIs. Dashboards reviewable in five minutes a day.
The pieces and how they talk.
The typical stack of a professional accommodation is eight pieces connected together. The PMS (the central system that manages bookings and inventory) in the middle, everything else around it. When one piece does not speak to another, the problems that rarely show up in a demo appear.
PMS Core system
- Channel managerSyncs with OTAs
- Booking engineDirect web bookings
- CRMGuest history
- RMS · pricingDynamic rates
- AutomationNo manual work
- ERP + VerifactuAccounting + AEAT
- SES HospedajesReports to Ministry
- Access controlSelf check-in
What makes it scalable and measurable.
Provider-agnostic stack, integrated and maintained. We choose by fit with the case, not by loyalty to a brand. If a piece stops working well, it gets swapped out.
- 01 The base infrastructure
Stack design and implementation
Selection, configuration and integration of PMS, channel manager, booking engine, CRM and RMS. Agnostic stack, sized to the case.
- 02 Rates that breathe
Revenue management
Dynamic management of rates and restrictions. Weekly manual for small properties, supervised automated for mid-sized ones.
- 03 No presence at the front desk
Access control and digital check-in
Electronic locks, codes per booking, online check-in with document validation and SES Hospedajes integrated.
- 04 No vendor lock-in
Process automation
Flows on an open automation platform to eliminate repetitive manual tasks. No proprietary lock-in.
- 05 AEAT-compliant
ERP, invoicing and compliance
PMS-ERP connection, Verifactu, automatic guest registration reports. The technology that supports compliance, integrated from the start.
- 06 Where they find you
Web design and search visibility
Fast websites, ranked on Google and legible to AI-powered search engines. This site is an auditable example.
- 07 What never stops
Monthly stack maintenance
Recurring service: updates, incidents, adjustments and periodic review. The day-to-day operation is also our responsibility.
Three activation scenarios.
The majority of projects combine both planes. Some only need one. The diagnostic decides what comes in and what does not.
- A Operational only
Broken processes, correct tools.
The accommodation works technically but the processes are broken. Staff turn over often and the knowledge leaves with them. We come in to write SOPs, train the team and leave the operation documented.
- B Technological only
Good processes, badly built stack.
Processes are well written but the tools do not keep up: a legacy PMS, an improvised channel manager, invoicing by hand. We come in to build the stack that supports the processes that already exist.
- C Combined · the majority
Both planes designed at once.
The majority of cases. Opening from scratch, PMS change, growth through property acquisition. Operations and technology are designed together so they fit on day one, not in the second iteration.
Three actual ways of charging.
No modality artificially inflates the project; each one solves a different case. The modality is decided in the diagnostic, not imposed.
| Modality | What Lares bills | What the client contracts | When it fits |
|---|---|---|---|
| A Unified | Contracts the technology providers and issues a single monthly invoice with itemised breakdown. | Receives terms reserved for certified professionals, with no hidden surcharges. | When the economic advantage is real, when simplifying administrative management is worthwhile, or when preferential support pays off. |
| B Separate | Bills only operational and consulting services. | Contracts the technology providers directly under its own tax ID. | When the tax structure requires it, when tools are already contracted, or when a direct relationship with each provider is preferred. |
| C Mixed | Bills only the providers where it offers significant economic advantage or preferential support. | Contracts the rest directly. | The majority of cases. Decided piece by piece in the closed proposal, not in bulk at signing. |
Zero commissions, zero brand kickbacks.
Revenue comes from the project fee and the monthly maintenance fee.
0%
Commission per activated licence
0 €
Bonus per recommended brand
0
Partner affiliation fees
0
Account managers billing meetings
Five questions that come up in the diagnostic.
If yours is not here, it will surely come up in the first 30 minutes. There is no silly question about how the model works.
Are you a technology provider or a consultancy?
An operational and technology consultancy. We design, build and maintain the stack but we do not manufacture any piece of our own. We work with the professional tools on the market, agnostic to provider, choosing by fit with the real case.
How much does a typical project cost?
There is no single rate or closed package. The proposal is always tailored after the initial 30-minute diagnostic. As a reference: monthly maintenance of the technology stack for a small accommodation typically falls between 250 and 500 euros per month; implementation projects depend on scope and the chosen billing modality.
What if I already have tools contracted?
We audit them in the diagnostic. If they fit the case, they stay and we integrate them. If they do not fit, we propose replacement with a scoped migration plan. We do not change technology for the sake of changing it; we change it when the cost of keeping the current one exceeds the cost of migrating.
Are you really agnostic or do you have mandatory partners?
Agnostic. There is no closed short list of mandatory brands. We do not charge commission per activated licence and we do not receive a bonus per recommended provider. We do maintain a direct relationship with the product teams of the tools we recommend, which translates into terms reserved for professionals and direct support instead of a ticket queue.
Who is my point of contact during the project?
The partners, always. No intermediate account managers, no tickets reaching a shared inbox. The client speaks with whoever decides. The network of specialists is activated underneath when needed, but the single point of contact is one of the two partners.
Let's book 30 minutes.
A video call at no cost and no commitment. A mandatory starting point before any proposal.