The Journey of
Chilla Palace
Most creatives stop at aesthetics. I use creativity as a business engine — one that scaled a single property into a 15-unit chain, sustained 80%+ occupancy, and delivered a full exit in 5 years.
Key Competencies Applied
Founding & P&L Management
Brand & Experience Architecture
Creative Direction
Media Production
Performance Marketing
Operations & Tech Optimization
Crisis Management & Adaptability
YEAR
2017-2022
OVERVIEW
I spotted the B&B boom in Vietnam early, left Hanoi, and co-built Chilla Palace from zero in Saigon — carrying full responsibility across brand strategy, interior concept direction, marketing, OTA management, financial control, and operations. It was two people running a growing system, learning fast, failing occasionally, and fixing faster.
The core vision: not just to provide accommodation, but to make each property tell its own story — where guests could step into a distinct world and connect genuinely with local culture, not a sanitized version of it.
What made this project different wasn’t scale — it was the thinking behind it. Every decision, from location to interior mood to pricing strategy, was driven by a creative logic that connected directly to business outcomes.
Creative & Brand Strategy
Multi-Concept Architecture
Most budget hospitality brands scale by replicating one template. I took the opposite approach: each of the 15 properties was designed with its own interior concept, color story, and emotional identity, while operating under a single master brand.
The logic was commercial, not just aesthetic. Distinct identities reduced cannibalization between units, gave repeat guests a reason to return and try something new, and created stronger photo-worthy moments that drove organic sharing and better OTA listing performance.
- Directed color palette, material selection, and lighting scheme for each unit individually
- Established brand guidelines covering visual tone, copy voice, and photography standards across all touchpoints — OTA listings, website, and social media
- Designed the guest journey as a continuous experience: from the first thumbnail scroll on Airbnb to the physical sensation of walking into the space
Location as a Creative & Business Decision
While competitors chased expensive street-front locations, I identified a different insight: international guests weren’t looking for a hotel on a main road — they wanted to feel like they lived in the city, not just visited it.
Choosing residential alleyways in prime districts solved three problems at once: dramatically lower rent (CAPEX efficiency), authentic local atmosphere that became a genuine differentiator, and proximity to central areas that eliminated any real inconvenience for guests. This was a creative insight that translated directly into margin.
Hotel-Flipping Model
For a subset of properties, I developed a value-creation model: lease undervalued apartments (old or new condos), redesign them with a distinct concept and brand story, then unlock higher rental yield through short-term hospitality positioning. Creative input directly created asset value.
Brand Consistency
as a Competitive Moat
In a market competing almost entirely on price, brand consistency became the differentiator. Standardized visual language across all 15 units made Chilla Palace recognizable as a collection rather than a set of disconnected listings — driving repeat bookings and word-of-mouth referrals that no paid channel could replicate at the same cost.
Marketing & Distribution
OTA & Revenue Strategy
I managed the full distribution ecosystem — Airbnb, Booking.com, Agoda — including pricing strategy, listing content, and review management. Strong visual branding was the primary conversion driver: well-directed photography and consistent storytelling translated directly into higher click-through and booking rates.
1. Developed and maintained listing content that consistently outperformed category averages in the area
2. Deployed a real-time booking website synced with OTA inventory data, reducing double-bookings and capturing direct revenue with lower commission cost
3. Built a value-added services layer (experiences, tours, extended-stay packages) that drove the +30% revenue growth beyond base room rates
Operations & Financial Management
Built the full operational system from scratch through self-directed learning in finance and hospitality management. Managed P&L, CAPEX planning per unit, OPEX controls, and lease negotiations across a portfolio of 15 locations — scaling without proportional headcount growth. Standardized processes and applied management tools for booking, reporting, and guest communication to reduce manual dependency.
ROI achieved in 8 months per unit through disciplined cost control and fast ramp-up.
Scaled from 1 to 15 properties with a lean core management team of 4, successfully building and leading a cross-functional workforce of 20+ staff.
Crisis Management & Exit
COVID-19 Pivot
When the pandemic collapsed international travel overnight, I made the call to convert all 15 units from short-term hospitality to long-term serviced apartments — immediately. This required renegotiating lease terms with landlords, repositioning the product for a local professional audience, and rebuilding the entire revenue model under pressure.
The Exit (2022)
In 2022, I made a deliberate decision to close this chapter. I successfully transferred the leaseholds and fully-optimized operational setups of all 15 properties to various hospitality operators, retaining the master brand. The market’s eagerness to acquire these turnkey physical assets validated the high commercial yield, strategic location choice, and design efficiency of the spaces we architected.
