The days had dragged, each one a reminder of the growing list of unresolved issues. The meeting—first requested after Hospitality Associates received Standing Order No. 1—had been postponed several times. Each delay stretched the silence, even as new concerns deepened in scope and urgency. A midweek meeting was finally confirmed for 10:00 a.m. after four months!
By then, the list of issues had grown long. Operational challenges mounted. Stock levels of certain operational items, initially set with a three-tier minimum, had been reduced or cancelled, straining daily service. New fittings were unsatisfactory: ceramic towel holders were loosely fitted and falling off, beds were too heavy for housekeeping staff, and flyproof screens on guestroom windows were difficult to remove.
Other concerns lingered. The hot water system was inconsistent. Luggage racks and dressing mirrors were still pending to be installed in guestrooms. Staff movement clashed with guest experience, with team members having to pass through the front-of-house; reception lobby, bar lounge, restaurant (public spaces) and even the kitchen to reach the laundry and carry out other back-of-the house activities.
There was no provision for safe deposits, and a security booth was needed. The kitchen lacked a gas line for safe use of the gas range. Transportation arrangements with AGL remained unreliable, and Hospitality Associates was ready to test how their request for a loan to purchase an operational vehicle would be received in the midst of all their challenges.
Yawa-Attah arrived early at the AGL head office, the polished conference room a stark contrast to the chaos she had been managing. Marble floors, glass panels, and a long table reflected the morning light, creating a sense of calm. She placed her folder on the table: one memo, one contract, one logbook. Mr. Aanani joined her, nodding quietly. The legal consultant sat beside them, flipping through his annotated copy of the agreement.
Across the table, three AGL representatives entered—two executives and one operations officer. They greeted politely, but their eyes were cautious. Yawa-Attah began. “Thank you for making time. We’ve come to share a few observations on operations—including earlier concerns—as partners seeking clarity on our management agreement.” She opened her journal and reminded herself: Stewardship does not retreat into silence. It names what is unclear. It protects what is shared. It prepares the ground for dialogue.
She looked up and made a remark. “Clause 2 of Standing Order No.1 reserves four suites daily for designated personnel. We’ve noted its impact on bookings, guest experience, and operational rhythm.”
She slid forward a chart—blocked room logs, missed bookings, and staff feedback. The data was presented quietly but firmly; copies being distributed among attendees in the meeting.
The legal consultant spoke next. “Clause 4 of the management contract requires consultation before establishing systems. The memo bypasses that. We’re not contesting authority—we’re asking how this aligns with the agreement.”
Mr. Aanani added: “There’s also the matter of direct instructions to staff. Even informal ones. It creates confusion and undermines the structure we’ve built.”
The AGL executives listened intently. One leaned forward. “We understand the concerns. The memo was meant to streamline internal access—not disrupt operations.”
Yawa-Attah nodded. “We believe access can be harmonized. But it must be visible, predictable, and respectful of public availability.”
They listed the concerns again—this time aloud: operational autonomy, booking system integrity, revenue forecasting, legal boundaries, brand reputation, tone, and trust. The operations officer took notes. The executives exchanged glances. No decisions were made, but the room had shifted—from caution to curiosity.
As the meeting closed, one executive said: “Let’s review the memo internally. We’ll revert with a proposal that reflects both sides.” Yawa-Attah gathered her papers, her expression composed, but was disappointed. The rooms were still blocked, but the dialogue had begun.
Disclaimer
This story is a work of fiction inspired by the operational experiences and sectoral engagements of Hospitality Associates and its collaborators. While the narrative draws upon real industry contexts, any resemblance to actual persons, living or dead, or real-life events is purely coincidental. Characters, locations, and scenarios have been fictionalized or amalgamated to serve educational and storytelling purposes. The intent is not to critique individuals or institutions, but to distill operational insight through dramatic narrative.