INVESTMENT SUMMARY

In 2007, GHI acquired 100% ownership of three hotels in a stock purchase acquisition
  • The Fairmont Acapulco Princess, Mexico (1017 rooms)
  • The Fairmont Pierre Marques, Mexico (335 rooms)
  • The Fairmont Hamilton Princess, Bermuda (410 rooms)


THE FAIRMONT ACAPULCO PRINCESS, MEXICO


Financial restructuring opportunity that would immediately create a 25% increase in owner equity (~$100M)
Per key acquisition price at 45% of total replacement 
cost and 75% of market value
Limited buyer pool due to geographic mix and 
type of properties
Value enhancement potential through capital repositioning

GHI had strong relationship with the seller and operator of the hotels, Fairmont Raffles Hotels International
Imputed five year leveraged IRR of 164% 
(25% unleveraged)
Confidentiality agreement with seller prohibits GHI from discussing purchase price publicly


THE FAIRMONT PIERRE MARQUES, MEXICO


MEXICO ASSETS OVERVIEW


The two Mexico hotels were built in 1971 and 1957 respectively and 
are located on a 480 acre, beach front complex comprised of:
  • Two 18-hole Golf Courses
  • 100,000 SF of Meeting Space
  • 11,000 SF Willow Stream Spa
  • 15 Restaurants and Bars
  • 7 Swimming Pools
  • 6 Retail Outlets
  • Located within 3 hour drive of Mexico City
  • Under performing assets with opportunity to increase both occupancy and average rate upon repositioning
  • Maximize operating efficiency through complexing between two hotel
  • Master plan complex, freeing up 150 acres of land available for development that are entitled for up to 
1,600 residential units
  • Opportunity to reposition golf course, creating new country club model with significant income potential


THE FAIRMONT HAMILTON PRINCESS, BERMUDA


BERMUDA ASSETS OVERVIEW

  • The Bermuda hotel was built in 1884, expanded in 1960 and is located on a 7 acres waterfront parcel comprised of
  • 17,000 SF of Meeting Space
  • 3 Restaurants and Bars
  • 2 Swimming Pools
  • 6 Retail Outlets
  • Serves as primary hotel for Bermuda’s lucrative 
financial services and reinsurance community
  • Limited competition and high barrier to entry 
market place
  • Opportunity to drive average daily rate and weekend occupancy
  • Maximize operating efficiencies

EXIT STRATEGY

Long term hold of hotel assets with strong cash potential
Sell or joint venture access land for residential development