Connecting
land & sea.

Clarify the project stage, ownership objectives and use of funds. Review available market evidence, revenue assumptions and capital and operating requirements. Compare funding scenarios and development phases so the owner can explain how much capital is needed, when it is needed and what it will support.

• Investment objectives and use-of-funds brief
• Funding requirements and phasing
• Business-plan assumptions and scenario summary

Turn the business case into a clear proposition for prospective partners. Prepare the project narrative, investment presentation and supporting information. Identify gaps in the documentation and organise the information needed for initial discussions and subsequent review.

• Project teaser and investor presentation
• Supporting information and data-room checklist
• Key assumptions, risks and open questions

Identify potential financial and strategic partners by investment focus, geography, project stage and funding requirements. Prioritise the most relevant contacts, agree the approach with the owner and organise introductions using the approved project materials.

• Target investor and financial-partner shortlist
• Contact priorities and approach plan
• Introduction and meeting tracker

Prepare meetings, consolidate feedback and coordinate requests for market, commercial and operational information. Support comparison of partner proposals and follow-up actions, while the client and its appointed advisers lead financial structuring, legal documentation and transaction decisions.

• Meeting briefs and questions-and-answers log
• Partner-proposal comparison and outstanding issues
• Information-request tracker and next-step roadmap

Define the club’s role within the destination and the community it should serve. Examine the balance between members, residents, yacht owners, families and visitors. Compare relevant clubs and waterfront destinations to identify useful lessons for the concept, service model and nautical identity.

• Club positioning and target-audience brief
• Targeted benchmark review and applicable lessons
• Strategic principles for design and operations

Shape membership categories, access rights and guest principles around a clear member proposition. Map the journey from enquiry and application to onboarding, reservations, feedback and renewal. Develop sporting, social, family and cultural activities, coordinating destination events with member priorities and operating capacity.

• Membership structure and access framework
• Member journey and service blueprint
• Sporting, social and annual activity framework

Structure junior, adult, recreational and racing pathways around local demand, water conditions and the club’s purpose. Define fleet and equipment needs, instructor and supervisory roles, launching, storage, maintenance and briefing spaces. Identify safety competencies and accredited qualifications to be delivered by appropriately qualified providers.

• Academy concept, audiences and learning pathways
• Fleet, shoreside facilities and operating requirements
• Staff competencies, supervision and seasonal programme

Give the design team early operating requirements, then refine the room programme and adjacencies as membership and sailing activities develop. Review arrival, hospitality, wellness, sporting spaces, waterside access and staff and supplier flows. Where agreed, support architect selection and review key design stages; professional design responsibility remains with the appointed designers.

• Operational architect brief and functional programme
• Room requirements, adjacencies and circulation principles
• Design review comments and decision register

Connect the club and academy programmes with revenue streams, cost drivers and transparent operating assumptions. Define owner oversight, management authority, sporting responsibilities and member representation where relevant. Translate the model into management functions, key role profiles and staffing and mobilisation priorities.

• Business-model assumptions and operating framework
• Governance and decision-responsibility matrix
• Organisation structure and staffing priorities

Translate the service proposition into policies, standard operating procedures and departmental responsibilities. Address membership administration, reception, reservations, academy activities, events and service recovery. Define the requirements for member management, booking and communications tools, with software implementation assigned to the appointed specialist providers.

• Priority SOP and service-standard framework
• Membership administration and departmental interfaces
• Member-system and digital-tool requirements

Develop brand and communication briefs, member acquisition and retention principles, and participation pathways for the academy. Connect regattas, previews and club events with relevant local partners, schools and hospitality organisations. Establish a launch roadmap and performance indicators with the marketing team; campaign execution and event production can be scoped separately.

• Brand, communication and acquisition strategy
• Partnership and event activation framework
• Launch roadmap and marketing KPI framework

Coordinate people, procedures, facilities and systems in a practical readiness plan. Identify training needs by role and test member journeys through procedure walk-throughs and operational rehearsals. Transfer knowledge to managers and track corrective actions. Dedicated staff training and support during the initial operating period are defined to suit the retained scope.

• Pre-opening plan and readiness action tracker
• Role-based training and management handover framework
• Rehearsal findings and opening-support priorities

Integrate applicable S3 requirements into development reviews and build an evidence and action plan before formal assessment. Define relevant international club relationships and readiness for external recognition as the organisation matures. Certification depends on demonstrated compliance; any La Belle Classe Destinations application follows the separate Yacht Club de Monaco eligibility and approval process.

• S3 gap analysis, responsibilities and evidence tracker
• Assessment readiness and corrective-action review
• International relationship and application-readiness framework

Review demand by vessel and activity segment, navigation patterns, seasonality and the existing offer. Combine available port records and aggregated AIS data with site reviews and stakeholder interviews. Examine infrastructure, access, planning, administrative and environmental constraints, then benchmark relevant destinations to establish realistic positioning options.

• Sector diagnostic, data coverage and gap register
• Coastal infrastructure and services inventory
• Destination benchmark and positioning scenarios

Define complementary roles for marinas, ports of call, managed anchorages and refit facilities. Connect their development with transport access, waterfront uses and environmental sensitivities. Compare priority projects through demand scenarios, indicative capital and operating requirements and economic impact assumptions, distinguishing direct effects from wider modelled benefits.

• Coastal network and masterplan framework
• Prioritised project briefs and indicative business cases
• Phased investment and impact scenarios with assumptions

Identify administrative, customs and fiscal issues for review with competent authorities and qualified advisers. Develop options for clearer procedures and coordinated governance. Link environmental protection and climate resilience with skills, local suppliers, innovation and destination positioning, defining responsibilities and indicators suited to the territory.

• Policy options and governance framework
• Environmental and climate action roadmap
• Skills, local enterprise and destination development plan

Translate the strategy into an agreed programme of actions, owners, dependencies and KPIs. Review funding pathways and concession or public-private partnership options. Prepare the structure of future consultations, terms of reference, evaluation criteria and performance requirements so the public sponsor can commission the next studies and services through the applicable processes.

• Implementation roadmap, responsibilities and KPI framework
• Funding and delivery options for priority projects
• Consultation briefs, procurement lots and evaluation matrices