Change the weights before reviewing submissions, not after seeing which supplier wins. Keep the same economic and evidence disciplines, but emphasize the decision’s principal risks.
| Criterion | Operator appointment | Acquisition or major repositioning | Soft-brand affiliation |
|---|---|---|---|
| Cash reconciliation | 18 | 18 | 18 |
| Demand and comparables | 12 | 16 | 12 |
| Total fees and alignment | 12 | 6 | 14 |
| Staffing and operations | 10 | 8 | 6 |
| Distribution economics | 10 | 6 | 20 |
| Capital plan | 10 | 16 | 12 |
| Downside liquidity | 10 | 16 | 8 |
| Owner control and exit | 8 | 5 | 5 |
| Team and mobilization | 5 | 4 | 2 |
| Reporting and assurance | 5 | 5 | 3 |
| Total | 100 | 100 | 100 |
For an acquisition, add the actual purchase price, transaction costs, financing, initial capital and opening liquidity to the investment model. A high plan score does not establish an acceptable price. Report the buyer’s hurdle-based bid threshold separately from market valuation and any formal appraisal.
For adaptive reuse, do not allow these weights to substitute for building feasibility. Retain a separate fatal-flaw gate for permitted use, layout, access, building systems, structural scope and opening dependencies, supported by qualified specialists.
For refinancing, use the acquisition profile initially, but make lender-defined coverage, reserve access and maturity funding explicit approval conditions. For a pure software or research-adviser procurement, redesign the criteria rather than mechanically applying an operator scorecard.