Senior Financial Modeling & Hospitality Investment Analyst

FINANCIAL MODELING - Analyze Updated Financials For A Real Estate Development Including Monthly Operational Program And Added Annual Non-housing Revenue of Nine Resort Businesses As Follows: 1.- Three Restaurants, 2.- One Spa, 3.- One Retail Store, 4.- One Event Planning, 5.- One Excursions, 6.- One Gas Station. Review and modify updated financial spreadsheet and ensure it reflects the correct revenue, EBITDA, free cash flow, and exit value impact of the future developed-property non-housing businesses. The current model includes annual existing-business revenue from the property’s legacy operations. That existing revenue reflects the current property condition, where only a portion of the property is developed, older cabins remain in use, and the property has not yet been expanded, repositioned, renovated, or operated as a full destination resort platform. The updated model should not rely solely on the current historical revenue figure as the basis for the future developed-property business forecast. Instead, the analyst should model the expanded non-housing businesses using developer-style hospitality underwriting assumptions based on future business mix, visitor capture, capacity, average transaction value, margins, and industry-standard operating logic. The current annual revenue should be retained as a historical proof point demonstrating existing demand, but the future stabilized revenue should be modeled independently based on the proposed developed resort program. Existing Business Context The existing property currently generates approximately in annual gross revenue from five legacy business lines: 1. Restaurant 2. Cabin rentals 3. Convenience store 4. Gas station 5. Guiding business This revenue is being generated before the proposed full redevelopment and expansion. The property is not yet operating with the full future business program, which is expected to include multiple restaurants, expanded food and beverage, resort services, expanded guest amenities, non-resort visitor capture, and additional recreation-based revenue sources. Therefore, the existing-business revenue should be treated as a conservative baseline and evidence of existing market demand, not as the ceiling for the future developed-property revenue potential. _______________________________________ Required Modeling Change Please review and revise the model to include a separate section or tab for Expanded Non-Housing Businesses. The revised non-housing business forecast should replace or separately identify the existing-business revenue line so that the financial model clearly distinguishes between: 1. Current / legacy existing-business revenue, and 2. Future developed-property non-housing revenue The model should not simply grow the current revenue line at 6% and capitalize it at the same exit multiple used for the real estate or housing components. The developed-property non-housing businesses should be underwritten separately and valued using an appropriate non-housing operating-business EBITDA multiple. _______________________________________ Businesses to Add to the Future Developed-Property Forecast Please add the following future non-housing business lines to the model: 1. American restaurant with full bar 2. Italian restaurant with full bar 3. French bakery / pastry shop 4. Convenience store 5. Gas station 6. Excursion / guiding business 7. Spa / wellness 8. Events / groups 9. Rentals / recreation equipment rentals These businesses should be modeled as part of the future developed resort platform and should reflect the property’s ability to capture both overnight resort guests and non-resort visitors, including Highway travelers, Area visitors. _______________________________________ Demand Inputs to Use Use the following demand inputs as support for the non-housing forecast: • 2.7 million annual nearby travelers in 2024 directly connected to the property corridor • 22 million annual greater area visitors in 2024 • 2.6 million annual local visitors in 2024 • Current property already generates approximately in annual revenue from legacy operations • Future developed property is expected to have a broader business program and materially greater capture potential than the current 20%-developed / legacy condition Do not add all visitor pools together without adjustment. Avoid double counting. _______________________________________ Visitor Forecast Framework Final Deliverables Please review and revise and update the following deliverables: 1. Revised Excel workbook with new expanded non-housing business tab 2. Updated Scenario 2A and Scenario 2B valuation summary 3. Before-and-after comparison table 4. Revenue build-up by business line 5. EBITDA / NOI by business line 6. Exit value bridge showing original vs revised treatment 7. One-page summary suitable for investors 8. Clear notes and a final video explaining all assumptions, sources, and methodology