Hospitality M&A, due diligence and asset management — across Latin America & the Caribbean.

Inguz Hospitality is an independent hospitality advisory practice based in Costa Rica. It advises investors, operators and developers on buying, selling, integrating and managing hotels and short-term rental businesses. The core services are M&A advisory, buyer–seller matching, operational due diligence, post-merger integration and hotel asset management across Costa Rica, Mexico, Central America and the Caribbean islands.

We work primarily in Costa Rica and Mexico, with transactions and prospects across Central America and the Caribbean islands, including Guatemala, Panama, Puerto Rico and Aruba. Our experience spans resort and urban markets: Los Cabos, Puerto Vallarta, Riviera Maya, Mexico City and Guadalajara in Mexico, and Arenal, Guanacaste, the Central Valley and the Southern Pacific in Costa Rica.

Boutique and independent hotels, eco-lodges, branded condo-hotels, short-term rental portfolios, property management companies and hotel development land.

Both. We prepare and position sellers, and we source, diligence and integrate acquisitions for buyers.

Through direct relationships with strategic operators, family groups and international investors. Every introduction is made under NDA, often before an asset is listed.

Hotel transactions are delivered in partnership with Mesoamerica, a Costa Rica-based hospitality and real estate advisory firm. Short-term rental portfolio and property management transactions are led directly by the Inguz team, from valuation through integration.

A review of whether a hospitality business can actually produce the earnings it reports, covering revenue recognition, contracts, PMS-to-accounting reconciliation and operations. It complements legal and financial due diligence.

The most frequent issue is reported EBITDA that doesn't hold up once normalized. Removing one-off income, owner expenses run through the business and misclassified costs often lowers the figure, and because price is set as a multiple of EBITDA, every dollar of adjustment moves the valuation several times over. In short-term rental deals, gross booking revenue is often reported as company revenue, inflating the business's apparent size. We also look for hidden liabilities: unpaid taxes, accrued labor obligations, undisclosed debt, owner funds held in trust and pending disputes.

For a business or share purchase, we start from normalized EBITDA and cross-check against NOI, market cap rates and net debt. For STR management companies, durable value usually sits in the management contracts and HOA or condominium administration books. For an asset purchase, we value the real estate and the operating business separately, weighing income value against comparable sales and replacement cost. Buyers in an asset deal generally avoid the seller's historical liabilities, but contracts, permits and staff must be transferred, and labor obligations can follow the employees.

Post-merger integration is the work of combining two hospitality businesses after a deal closes. It includes migrating owners and properties, reconciling partner payments, transferring employees, harmonizing systems and communicating with owners and guests. Just as important is culture: aligning leadership, service standards and ways of working so both teams operate as one. Done poorly, integration is where acquired accounts and key staff are lost.

An asset manager represents the owners, not the operator. The role audits operating results, calculates owner distributions, manages FF&E reserves and holds the operator and brand accountable to their contracts.

Yes. All engagements and deliverables can be bilingual.

Yes. Sellers are never identified without consent, and every introduction requires a signed NDA.