{"id":4794,"date":"2026-04-10T03:20:26","date_gmt":"2026-04-10T10:20:26","guid":{"rendered":"https:\/\/cardonet.com\/news\/?p=4794"},"modified":"2026-04-10T03:53:46","modified_gmt":"2026-04-10T10:53:46","slug":"hotel-it-pre-opening-technology-checklist","status":"publish","type":"post","link":"https:\/\/cardonet.com\/news\/hotel-it-pre-opening-technology-checklist\/","title":{"rendered":"Hotel IT: The Pre-Opening Technology Checklist\u00a0"},"content":{"rendered":"\n

Good hotel IT design starts with the architecture, not the fit-out. The decisions you make at the beginning – network infrastructure, cabling, and systems – will determine technology performance and costs for decades, so it’s worth investing in them upfront.<\/strong> <\/p>\n\n\n\n

I’ve been doing this for more than 25 years and I keep seeing the same thing. The building is nearly finished. The furniture is arriving. Someone has booked the PMS vendor for a two-day installation slot, but there is a bad structured cabling plan, a poor server room specification, or no separation between the guest network and the systems running the property. But opening day is only six weeks off. <\/p>\n\n\n\n

This costs hotel developers and owners far more than they realise – not just at opening, but for years afterwards. Hotel and leisure construction starts rose sharply through 2025, and there is an expectation that the underlying value of these will rise a further 5% this year and 12% in 2027. Many of the developers behind those projects are building their first hotel. They are expert at development. They are not IT architects. That gap is exactly where problems start. <\/p>\n\n\n\n

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Why IT Gets Left Until Last<\/strong> <\/h2>\n\n\n\n

In a construction project, IT sits at the intersection of several workstreams – the architect, the M&E contractor, the AV supplier, the PMS vendor – and nobody owns the full picture. Each party assumes someone else has it covered. <\/p>\n\n\n\n

The architect assumes the M&E contractor will spec the data cabling. The M&E contractor assumes the IT partner will produce the network design. The PMS vendor turns up and works with whatever they find. <\/p>\n\n\n\n

The right time to engage an IT consultancy is during the design phase – twelve to eighteen months before opening. That is when the decisions that actually matter can still be made without tearing walls apart. Every month you leave it, the cost of correction goes up. By the time the fit-out is complete, some decisions cannot be corrected at all without significant disruption and expense. <\/p>\n\n\n\n

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The Systems Every New Hotel Needs<\/strong> <\/h2>\n\n\n\n

Before a single guest checks in, a new hotel needs several technology systems operational, integrated, and tested. Getting this list wrong during the planning stage creates problems that compound on each other – and I mean that literally. A badly specified network means the PMS runs slowly. A slow PMS means check-in takes longer. Longer check-in times mean unhappy guests and stressed staff on day one. <\/p>\n\n\n\n

The starting point is the Property Management System<\/strong>. This is the operational heart of the hotel – the hub that everything else connects to. Implementation for an 80 to 150-room property takes 6-12 weeks for a full-integration deployment, covering system configuration, interface testing with payments, key card systems, and channel managers, plus team training. This is not a quick job and it must be planned for accordingly. The network infrastructure must be planned first because the PMS cannot go in until the foundation is there. <\/p>\n\n\n\n

That foundation is structured cabling and network design<\/strong>. I’d argue this is the single most consequential decision in a new hotel build. A well-specified Cat6A installation with sufficient data points per room and a properly designed patch room will serve a hotel for 20 years. A poor one will need partial replacement within five – at far greater cost and far greater disruption, because you’re now pulling cable through decorated walls and tiled bathrooms rather than open ceiling voids. <\/p>\n\n\n\n

Then there is network segmentation<\/strong>. Your hotel WiFi<\/a> must be completely isolated from the operational systems running your PMS, payment terminals, and back-office tools. This is not optional. Without segmentation, any system that can reach your payment environment – including guest devices – potentially falls within scope of PCI-DSS, dramatically expanding your compliance burden and audit exposure. Mixing operational and guest networks is both a security risk and a compliance liability. <\/p>\n\n\n\n

Beyond those three, a new build also needs access control and CCTV<\/strong> cabled in at the construction stage, EPOS infrastructure if there is a restaurant or bar, and a properly specified server room – right location, UPS power protection, adequate cooling, and enough space to actually work in. <\/p>\n\n\n\n

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Where New Hotel IT Projects Go Wrong<\/strong> <\/h2>\n\n\n\n

The most expensive IT mistakes in a new hotel build are not the ones that are visible at opening. They are the ones made six months earlier that only become visible when guests arrive. <\/p>\n\n\n\n

Consider the scenario I described above, but let’s follow it through to opening day. The developer group opens their boutique hotel. The fit-out is excellent. The PMS vendor arrives for their installation and discovers the server room is too small, has no UPS power protection, and sits adjacent to the boiler room. The wireless access points are in the corridors rather than the bedrooms because nobody specified in-room data points. The guest WiFi is running on the same network as the payment terminals. <\/p>\n\n\n\n

None of these are difficult problems to solve at the design stage. All of them are expensive to fix afterwards. And here is what frustrates me most: the developer made a beautiful hotel. They just didn’t know what questions to ask about IT, and nobody was in the room to ask them on their behalf. <\/p>\n\n\n\n

The other consistent failure is underspecifying for the future. A hotel built today needs to support contactless check-in, mobile keys, IoT room controls, and whatever comes after that. As we explored in The Hidden Truth About Hotel IT Budgets<\/a>, the real cost of IT underinvestment is rarely visible in year one. It accumulates – in patchwork fixes, reactive support calls, and infrastructure that can’t scale when the business needs it to. <\/p>\n\n\n\n

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The IT Decisions That Last 20 Years<\/strong> <\/h2>\n\n\n\n

PMS selection is one of the most underweighted decisions in a new hotel build – and one where I consistently see developers and GMs focus on the wrong things. They ask about the interface. They ask which system their colleagues use. They rarely ask how the PMS integrates with everything else. <\/p>\n\n\n\n

The PMS is not just booking software<\/strong>. It is the central integration hub for every other system in the hotel – the payment gateway, the channel manager, the CRM, the key card system, the EPOS. Choosing a PMS without understanding its integration architecture is one of the costliest mistakes in a new build. That is precisely where hotel IT consultancy<\/a> adds the most value – getting the right people in the room during vendor evaluation, before any contracts are signed, so the integration implications are fully mapped. <\/p>\n\n\n\n

The same long-term thinking applies to network architecture. The segmentation decisions made at the build stage, how the operational network is structured, how many access points per floor, how back-of-house systems are separated from guest connectivity, will define the security posture and compliance overhead of that hotel for its entire operational life. Where planning this at the design stage would cost almost nothing extra, retrofitting proper segmentation into a live hotel is genuinely difficult. <\/p>\n\n\n\n

A one-point increase in a hotel’s online reputation score drives an 11.2% increase in achievable room rates, and a 1% improvement in the Global Review Index correlates with a 1.42% increase in RevPAR, according to Cornell University research<\/a>. Technology failures at opening feed directly into negative reviews. The infrastructure decisions made in the build phase are the ones that determine whether the first twelve months builds a reputation or damages one. <\/p>\n\n\n\n

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Building the Right IT Partnership<\/strong> <\/h2>\n\n\n\n

The question I’m most often asked by hotel developers is some version of: “Do we need an IT partner before we open, or can we sort that out afterwards?”<\/em> <\/p>\n\n\n\n

The answer is before. Every time. But the model of that partnership matters as much as the timing. <\/p>\n\n\n\n

A new hotel build requires an IT consultancy that operates across two very different phases. The first is the project phase<\/strong> – designing the infrastructure, managing the installation, integrating the systems, testing everything before opening day. The second is the operational phase<\/strong> – the ongoing monitoring and hotel IT support<\/a> that a 24\/7 hospitality operation demands from the first moment guests arrive. Those are different disciplines. If they can’t explain how that transition works, that’s a red flag. <\/p>\n\n\n\n

What good looks like in practice is an IT partner who comes in at the design stage, works alongside the architect and M&E contractor, produces a full technology specification, oversees the installation, and then moves directly into a proactive managed IT support relationship from opening day, with no handover gap or stabilisation period before the support contract starts. No discovery calls six weeks after opening when something breaks. <\/p>\n\n\n\n

In terms of sequence, here is what that engagement should cover: <\/p>\n\n\n\n