The BRM, Re-Templated: One Real Month, Three Ways

The ### marks are deliberate. Where a value appears as ###, the number exists but travels inside the issued pack only as a pasted image, so it cannot be lifted as data. In the future state those cells fill themselves from the P&L workbook. The marks are a live demonstration of why numbers-as-pictures (friction F2 on the current-state map) has to go.

Every figure shown is real and comes from the May pack's own text: nothing has been invented or estimated. The GM text in the grey boxes is the property's own published commentary moved into the new slots; where a slot is new and the pack has no equivalent (the lessons slide), the sample is marked as a DH illustration. The only figures from outside this pack are programme facts, such as decks elsewhere in the estate growing from 20 to 80 slides, drawn from the interview record.

Marketing content (corporate spec, 6 Aug). Corporate has specified the marketing reporting it needs: top three activities and priorities, a campaign tracker with budget, spend, bookings and ROI, budget versus actual by channel with cost per lead, and social analytics. Every field in that spec is a data slot, so the templates carry it the same way in all three options: the headline numbers travel in the deck (marked ### until the marketing data sheet feeds them), and the full tracker, earned media log and analytics build the marketing section of the annex pack automatically. Nothing is retyped monthly, and the deck stays short.

How to give feedback. Every slide carries a + Note on this slide button: click it, pick your name once, write the note, send. Notes go straight to Deep Hospitality; reviewers do not see each other's notes. When you have been through the three templates, the verdict section asks the four questions that actually decide this.

How to read the graphs. Every mark is a value the pack states, drawn the way Stephen Few would draw it: grey-ink bars grow right of the centre line when the number sits on the good side of its comparison and left when it sits below; the muted red appears only when a value sits on the adverse side, so anything red deserves a question; a black tick or open circle is a reference point (a stated one, or a computed one that says so, like the share of the year elapsed); a hatched outline means the value lives in a pasted image or the workbook today, and the chart fills itself in the future state. No gauges, no pies, no decoration: if a bar is longer, it matters more.

Currency. Money on these pages shows in the property's local currency, Tanzanian shillings, as the future state intends: each property reports in its own currency, and corporate flips the whole estate to US dollars in one view. The issued pack states its money variances in euros; this specimen converts them at approximately TZS 3,000 to the euro, rounded. Capex and the cash item stay in US dollars because the pack itself states them in US dollars.

Template A in one line: today's structure on a hard diet. Lowest change-management cost, instantly recognisable to owners, and each department keeps a slot. The risk is that the silo structure that grew 20 slides into 80 is still present, merely capped.

Template B in one line: the deck is organised by the owner's questions (what happened, why, what we learned, what happens next, what we need from you) rather than by departments. Truest to the corporate brief of 25% post-mortem and the rest forward-looking; the biggest break from muscle memory.

Template C in one line: a dashboard that never changes shape, then a page per exception. The deck is as long as the month was eventful. Most efficient for corporate reading time; needs materiality thresholds agreed before it can run, and some owners may miss the ritual completeness.

DH recommendation: lead with B, keep A as the comfort option, use C's exception logic inside B's "what happened" once thresholds exist. All three share one chassis: fixed slot names month after month, so the engine can fill them and machines can read them across months, and the same slots can later render as a live page instead of a deck without redesign.

Colour semantics: white and grey chrome with the Aleph logo = the fixed frame · teal tint = pre-populated centrally (AUTO) · grey dashed box with white text = General Manager input (GM), styled as comments appear in today's packs. ### = value lives in the P&L workbook and fills automatically in the future state. In the graphs: grey-ink bars = pack-stated values (right of the centre line = the good side), muted red = the adverse side, black tick or circle = a reference point, hatched outline = fills from the workbook in the future state.

Abbreviations: A&G administrative and general · ADR average daily rate · ARI average rate index · BRM Business Review Meeting · CBA collective bargaining agreement · DH Deep Hospitality · EUR euro · F&B food and beverage · GM General Manager · GOP gross operating profit · IT information technology · KPI key performance indicator · LY last year · MoM month on month · DMAIC Define, Measure, Analyse, Improve, Control · MICE meetings, incentives, conferences and exhibitions · MPI market penetration index · ODES ONOMO Dar es Salaam · OTA online travel agency · P&L profit and loss statement · RGI revenue generation index · RO room-only (rate) · RevPAR revenue per available room · TZS Tanzanian shilling · USD United States dollar · YoY year on year · YTD year to date.