Alorie · Work · The SEDC mandate
Current mandate · Sarawak
The Sarawak Economic Development Corporation owns four hotels and resorts, two in Kuching and two at Damai. Alorie is its hospitality consultant and owner's representative across all of them, on one brief covering operations, commercial performance and the assets themselves.
The Sarawak Economic Development Corporation is a state agency. Its hotels are commercial assets and, at the same time, part of how the state presents itself: the hotel a visiting delegation stays in, the resort a family books for a weekend on the coast. Both jobs have to be done, and they are not always done by the same decisions.
Alorie was appointed hospitality consultant and owner's representative to SEDC across the four properties. We advise the owner, not the desk. The teams in the hotels run the hotels; our job is to make sure the owner can see what they are running, judge it against something, and decide with the numbers in front of them.
Four hotels, four operations, four sets of numbers — and one owner who needs them to read as one portfolio.
Two destinations, an hour apart, with different guests, different seasons and different cost structures.
The state capital, on the Sarawak River, and the arrival point for most of Sarawak. Government, business and the visitors both of those bring, in a market that trades on weekdays and on the events calendar.
The coast north of the city, where the business is leisure rather than corporate: a different market, a different season and a different set of costs from a city hotel, run under the same owner.
Four lines of scope, agreed with the owner and reviewed together.
A state agency is not a private owner with a private balance sheet. Decisions are made in the open, procurement follows rules that do not bend, and the people who approve a budget are not the people who run the hotel. The work has to fit that, and most of the fitting is in the reporting.
So the reporting is written to be read by a board rather than by a hotelier: what changed, what it cost, what it earned, what we recommend and what the alternative was. The detail underneath it is the hotel's own — the Uniform System of Hotel Accounts, the rolling forecast, the benchmarking against the competitive set — but the page in front of it is plain.
The same discipline runs through procurement and standards. What is bought is bought against a written specification and a standard set in design, so a decision can be explained a year later as easily as it was made. Where performance drifts, an operations audit says so in a list rather than in a conversation: management structure, sales and marketing, pricing and positioning, labour cost, engineering and maintenance, cost control, service standards and quality assurance.
The mandate is current and the work continues across all four properties. Alorie's people work alongside the hotel teams rather than in place of them, and the reporting runs to SEDC as owner.
If you are a state agency or a development corporation with hotels on your books and a board that needs to see them clearly, the first conversation is a short one: what you own, what it is doing, and what you need it to do.
One email is enough: where the property is, what stage it is at, and what you need. We read every enquiry ourselves and reply personally.
Alorie Hospitality Management · L-3-7, Plaza Damas, 60 Jalan Sri Hartamas 1, Sri Hartamas, 50480 Kuala Lumpur, Malaysia