We acquire undervalued hospitality assets in Sri Lanka, reposition them through design and brand, and operate them for outsized returns.
MJH is expanding its Sri Lanka portfolio. Across every property we have operated, we have a proven track record of optimizing operations and revenue profits, delivering EBITDA margins of 35 to 40 percent. After each year's earnings, we reinvest into tightening pricing, distribution, cost control, and guest experience, until an underutilized asset becomes a strong commercial and long-term one, throwing off durable cashflow.
We scale in baby steps on purpose. Every acquisition has to earn the next one. That discipline is what built our flagship in Hong Kong, what extended the portfolio into Sri Lanka with AYUDA and Atlas Sri Lanka, and what gives us the confidence to keep building across the island.
We are now opening the story to aligned investors. If you want to participate in turning underutilized assets across Sri Lanka into strong commercial real estate with strong cashflow, we should talk.
Most institutional hospitality capital chases tier-1 cities and five-star brands. We go where they do not. The opportunity is in the gap between what exists in Sri Lanka and what travelers actually want.
Sri Lanka international arrivals are up 58% year on year and still climbing. The country is in the early innings of a tourism recovery that is rebuilding faster than almost anyone expected. The demand is arriving ahead of the supply.
Chains build big boxes in Colombo. Nobody is building design-led, independently branded accommodation in the coastal towns and secondary cities of Sri Lanka where traveler demand is actually growing fastest.
Sri Lanka sits a short hop from India, its largest and fastest-growing source market, alongside long-haul demand from Europe and Asia. These travelers are not booking cookie-cutter chains. They want properties with personality, local character, and a point of view.
Sri Lanka’s post-crisis asset repricing, a favorable exchange rate for foreign capital, and government tourism incentives have created a rare buying window. In tier-1 Asian markets that window is already closing. In Sri Lanka, it is wide open.
Operating & Target Markets
We have done this three times across two countries. The process is the same every time. Source it. Gut it. Brand it. Run it.
We find properties on the ground, not on broker listings. Airport corridors, emerging beach towns, underserved urban neighborhoods. We look for terrible operators sitting on great locations.
Every property gets a new name, a new brand identity, redesigned interiors, a new website, new photography, and a new revenue strategy. We do all of this in-house.
We manage every property directly. No third-party operators. Revenue management, guest experience, housekeeping, digital marketing, channel management. All us.
Each operating property builds brand equity and generates cash flow. The portfolio creates optionality: hold for income, sell to an institutional buyer, or bring in a capital partner for the next phase.
We handle site selection, feasibility, contractor management, and design oversight. Every property from blank walls to opening night.
Brand name, visual identity, tone of voice, digital presence, F&B concept. Created internally for every asset. We do not hire agencies.
Daily hotel management, pricing, channel management, direct booking optimization, cost control. We run the P&L ourselves.
Pricing, distribution, channel mix and forecasting, managed daily by our own team. This is where the margin is made or lost.
Restaurant concepts, menu engineering and service, from brand to plate. Salt & Palm at AYUDA and Bali Cafe at Atlas are both ours.
Booking engine, channel manager, business intelligence and guest comms in one managed stack, plus on-site training for every team.
We are raising capital for our next acquisitions in Sri Lanka. If you are a fund, family office, or individual investor with conviction in this market, we should talk.
