Projects

PT. SPHM HOSPITALITY BALI

PT. SPHM Hospitality (formerly known as Sun Paradise Hotels Management) is a professional hotel management company based in Bali, Indonesia. They specialize in providing end-to-end management services for private and chain hotels, resorts, and luxury villas.

AWARTA NUSA DUA VILLA & RESORTS

Awarta Nusa Dua Luxury Villas & Resort is an ultra-exclusive boutique property in Bali that is frequently described as a "hidden gem" of the ITDC Nusa Dua complex. It is celebrated for its intimate scale, world-class service, and unique cultural identity.

Here is how you can describe the property across different dimensions:
 

The Conceptual Identity (Peranakan Heritage)

Unlike most resorts in Nusa Dua that are purely Balinese, Awarta is inspired by a 12th-century love story between a Balinese King and a Chinese Princess.

• Design Style: It features a unique Indonesian-Chinese Peranakan aesthetic. You’ll see this in the intricate dark woodwork, stone carvings, and the fusion of silk and luxury materials.

• The Name: "Awarta" is derived from the family surname of the owners (Siawarta), emphasizing a "home away from home" philosophy.

NUSA LEMBONGAN RESORT & SAIL SENATION

Managing two resort and cruise businesses, we receive support from OTAs and other booking channels in managing our resorts.
For cruises, we have expanded from just day cruises to dinner cruises with three themes: Brasilliana Dinner Cruise, Cabaret Dinner Cruise, and Romantic Dinner Cruise.

THE RICH PRADA BALI

He spent two years and six months managing the pre-opening of The Rich Prada Bali, serving directly as General Manager.

He was then recalled in 2024 to implement the rebranding as Ululani Dream Land.

PILGRIMAGE VILLAGE - VIETNAM

Under his role as Director of Finance, he manages the following across Bali Rani Hotel, The Rani Hotel & Spa, and Bali Hai Cruises, Swiss Bel-hotel Vietnam and Pilgrimage Village Vietnam:

• Financial Auditing: He is a specialist in "Full Hotel Internal Audit" tools, which he uses to reset and optimize struggling operations.

• Project Development: Overseeing the feasibility and capital expenditure (CAPEX) for new developments and renovations.

• Asset Management: Centralizing the accounting systems for the cruise line and the hotels to ensure streamlined reporting for stakeholders.

• Cost Control: Implementing strict F&B and operational costing modules (standardizing recipes and inventory systems)

BALI HAI CRUISES

Under his role as Director of Finance, he manages the following across Bali Rani Hotel, The Rani Hotel & Spa, and Bali Hai Cruises, Swiss Bel-hotel Vietnam and Pilgrimage Village Vietnam:

• Financial Auditing: He is a specialist in "Full Hotel Internal Audit" tools, which he uses to reset and optimize struggling operations.

• Project Development: Overseeing the feasibility and capital expenditure (CAPEX) for new developments and renovations.

• Asset Management: Centralizing the accounting systems for the cruise line and the hotels to ensure streamlined reporting for stakeholders.

• Cost Control: Implementing strict F&B and operational costing modules (standardizing recipes and inventory systems)

L'ANMIEN

In the context of the hospitality groups you are inquiring about (SPHM, Bali Rani, and Bali Hai Cruises), the role of Hotel Pre-Opening Financial Controller is the defining specialty of Drs. Agustinus Agus Purwanto, SE, MM, CHA.
He has established himself as one of Bali’s leading experts in "setting up" the financial systems of hotels before they open their doors.
 
The Role of a Pre-Opening Financial Controller
In this capacity, a Financial Controller does more than just manage accounts; they build the entire financial infrastructure from the ground up. Key responsibilities typically include:

• Financial Feasibility & Valuations: Creating the 5-to-10-year projections used to secure investment and bank loans.

• System Implementation: Selecting and installing Property Management Systems (PMS) (e.g., Opera, Fidelio) and Back Office Accounting software.

• Pre-Opening Budgets: Managing the initial "burn rate" of cash for marketing, recruitment, and legal permits before the hotel generates revenue.

• Operating Equipment (OS&E): Overseeing the purchase and inventory of everything from bed linens to kitchen cutlery.

• Standard Operating Procedures (SOPs): Establishing strict internal controls to prevent fraud and waste in high-turnover areas like the kitchen and bar.

LABERSA HOSPITALITY GROUP

The Labersa Grand Hotel & Convention Center is a Five Star property, located in PEKANBARU, the capital city of Riau province, Sumatra. It is only 10 minutes away from The Sultan Syarif Kasim II International Airport, and 15 minutes from the business district Due to its privileged location, the hotel is an attractive choice for business guests, participants of meetings and conventions, as well as golf players and families to enjoy the Water Park.

PHM HOSPITALITY

We manage finances for several hotels throughout Indonesia with the brands The Haven, The 1O1, Freii, The BnB and PHM Collection.
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SPHM functions as a boutique management firm where the senior leadership (particularly Mr. Purwanto) often takes a hands-on role in the financial architecture of the properties they manage, rather than having a separate, publicly listed CFO.

BALI RANI AND THE RANI HOTEL

The Corporate Director of Finance & Administration for both Bali Rani Hotel and The Rani Hotel & Spa is:
 

• Asset Management: Ensuring the long-term value of both properties.

• Centralized Purchasing: Leveraging the scale of two hotels for better procurement rates.

• Financial Reporting: Consolidating accounts for the owning family and stakeholders.

• Internal Audits: Maintaining high operational standards across the housekeeping and service departments.

PACUNG MOUNTAIN RESORT

Set-up Hotel Pre-openingPrepare Hotel Branding and Marketing CampaignDeveloped value-added solutions and approaches by leveraging trends in customer marketplaces and industries.Delivered business strategy and developed systems and procedures to improve operational quality and team efficiencyOversaw inventory by ordering precise quantities of stock and executing corrective actions to drive profitability.Managed budget implementations, employee reviews, training, schedules and contract negotiations.Increased revenue streams by reducing costs, managing schedules and performing variance and risk analysis to implement corrective actions.Reviewed performance data to monitor and measure productivity, goal progress and activity levels.

SWISS BEL-HOTEL

Under his role as Director of Finance, he manages the following across Bali Rani Hotel, The Rani Hotel & Spa, and Bali Hai Cruises, Swiss Bel-hotel Vietnam and Pilgrimage Village Vietnam:

• Financial Auditing: He is a specialist in "Full Hotel Internal Audit" tools, which he uses to reset and optimize struggling operations.

• Project Development: Overseeing the feasibility and capital expenditure (CAPEX) for new developments and renovations.

• Asset Management: Centralizing the accounting systems for the cruise line and the hotels to ensure streamlined reporting for stakeholders.

• Cost Control: Implementing strict F&B and operational costing modules (standardizing recipes and inventory systems)

AMANKILA

The financial setup and pre-opening phase of Amankila (which opened in 1992) involved the expertise of Drs. Agustinus Agus Purwanto, SE, MM, CHA.
In his career history, which spans over 40 years, he is credited with being part of the executive pre-opening and financial management teams for some of Bali's most iconic luxury properties.

Financial Framework at Amankila
During the pre-opening of Amankila, the financial setup required a specialized approach due to the unique "Aman" business model—which at the time prioritized high privacy, low room count (34 suites), and ultra-premium rates that were significantly higher than the local market.