One serious hospitality proposition
A ground-up hotel project shaped by the site, current planning law, operational feasibility, market demand and the long-term visitor economy of Lanzarote.
PREFERRED ROUTE · PLAYA BLANCA · ACTIVE PURSUIT
A new hotel. A route we are actively pursuing.
Sun Rock is examining and actively pursuing Montaña Roja as its preferred current route for a new hotel in Playa Blanca. The intention to move forward is clear; the transaction and delivery route must still be proven. Aweswell Limited, Sun Rock's existing UK HoldCo, is acting as Sponsor while the commercial, legal, planning, technical and capital work advances in parallel. No acquisition, planning approval or committed project financing is announced before it exists.
The project direction
A hotel-led project designed for long-term operation.
The current direction is a high-quality, non-residential hotel project intended for unitary hotel exploitation, with only those complementary commercial, service and public-facing uses that are compatible with the hotel, the site and the applicable planning framework. Final scale, design, operator, ownership and capital structure remain to be established through the ordinary workstreams.
Useful where they strengthen the hotel
Food, retail, service and public-facing uses may form part of the project where they are operationally useful, commercially sensible and lawfully compatible with the hotel.
Benefits that can be measured
Employment, training, procurement, accessibility, resource use and public-realm outcomes should be measured against evidence if the project advances.
This page states the direction being actively pursued. It does not represent that the final design, planning entitlement, operator, financing or transaction has already been completed.
Execution due diligence
The objective is clear. The route must be proven.
Due diligence is not being used to decide whether Sun Rock wants to establish another hotel position in Playa Blanca. That strategic objective is already active. The work determines whether Montaña Roja can be the route, what must be acquired or controlled, the current legal and planning position, the executable project, its economics and the appropriate capital structure.
Establish the complete perimeter
Confirm title, corporate authority, project and intellectual-property permissions, administrative positions, third-party rights, liabilities and the documents required for a clean and enforceable transaction.
- No public assumption that every relevant right is held by one party.
- No public transaction structure before binding documents exist.
- No migration of confidential price, deposit, commission or ownership data to this page.
Prove the ordinary route
Establish the current planning framework and the applicable tourism, environmental, infrastructure, water, sanitation, energy, mobility, accessibility and building requirements with the competent administrations.
- No assumption that historic reports or approvals remain effective.
- No request for preferential treatment or a predetermined result.
- No final project commitment before the delivery route is credible.
Controlled disclosure. The existence of active work and due diligence may be public. Identities, economics, negotiation positions, private legal advice and unverified compensation theories remain private unless separately authorised and independently verified.
Project readiness & capital path
Prepare the project and the capital architecture together.
The project is being prepared as an executable transaction, not as a concept that waits until the end to ask how it will be financed. Commercial, legal, planning, technical and capital work are intended to progress in parallel so that a viable project can move efficiently from agreement to delivery.
Aweswell Limited · existing UK HoldCo
Aweswell is acting as Sponsor: providing leadership, governance, professional resources and the corporate framework from which the project can be advanced. This page does not announce any unlimited guarantee, share pledge or security package.
Ring-fenced execution
If the transaction proceeds, the hotel is expected to sit within an appropriately ring-fenced project structure so that acquisition, development costs, financing, operating cash flows and project governance can be independently understood and underwritten.
Prepare for the full capital requirement
Capital preparation is already part of the development work. The objective is to make the verified project capable of attracting the acquisition, development and operating capital it requires, with each provider able to assess a clear project rather than a collection of unresolved assumptions.
Group / platformSun RockCommercial hospitality and investment identity; strategy, origination and long-term direction. Not the legal HoldCo or automatic borrower.
UK SponsorAweswell LimitedExisting UK HoldCo; Sponsor leadership, governance and the corporate capital framework.
Project vehicleMontaña Roja ProjectCoRing-fenced Spanish project structure if and when the transaction proceeds.
AssetHotel & operating businessSeparately underwritten acquisition, development, operation and refinancing case.
Illustrative project capital stack
Capital changes as the project moves from acquisition to development.
This is a public architecture, not a financing term sheet. It shows the intended order and role of capital without publishing lender terms, seller economics, leverage, pricing, security values or committed amounts.
Equity and defined Sponsor support from the legal group layer, coordinated through the Sun Rock platform and sized for the actual transaction and lender requirements. No unlimited parent support is announced.
Third-party senior financing at the acquisition perimeter, expected to rank ahead of deferred seller consideration and to use controlled closing mechanics.
Milestone-driven deferred consideration, structurally subordinated to senior finance and designed so genuine milestone delay does not automatically create a project default.
Later construction/development capital sized to the verified planning, technical, cost and operating case. Its security and intercreditor structure must be compatible with the acquisition stack.
Closing cashFunded but controlledEscrow / blocked account / lockbox with objective release conditions.
PrioritySenior firstSeller protections remain meaningful but appropriately subordinated and documented.
Ring-fencingProject-specificNo automatic cross-collateralisation of unrelated Sun Rock assets or unresolved recovery claims.
The exact acquisition borrower, jurisdictions, leverage, pricing, security package, note mechanics and development facility remain subject to due diligence, lender appetite, tax/legal advice and negotiated documents.
Execution roadmap
From GREEN go-forward status to an operating hotel.
The workstreams are deliberately parallel. Transaction, rights, financing, planning and technical preparation should advance together, while each irreversible commitment remains conditional on the evidence needed for that stage.
- GREEN · nowActive pursuit
Strategic decision, transaction work, diligence and capital preparation proceed.
- 01 · PerimeterVerify what is being acquired
Corporate, title, rights, liabilities, project documentation and the complete economic perimeter are established.
- 02 · Heads & capitalAgree the commercial architecture
Heads of terms, controlled cash mechanics, senior funding route and deferred seller consideration are aligned subject to diligence and finance.
- 03 · ControlSign / satisfy conditions / complete
Closing occurs only when the agreed transaction perimeter, funding and conditions precedent are deliverable.
- 04 · Project proofPlanning, technical, product & operator case
The ordinary current route, feasibility, capex, programme and operating model are proven sufficiently for development underwriting.
- 05 · BuildDevelopment finance & construction
ProjectCo capital is committed and drawn against the verified development plan and agreed controls.
- 06 · OperateOpen, stabilise and refinance
The hotel enters unitary operation, establishes sustainable cash flow and can then be assessed for long-term refinancing or recapitalisation.
Playa Blanca objective activeStrategic hotel objective is being pursued.
Montaña Roja route activePreferred current route under active private work.
Transaction perimeter in progressRights, authority, price structure and complete perimeter remain to be agreed and verified.
Current planning route verificationHistoric material is not treated as a current permission; the ordinary present-day route must be established.
Technical & operating case in preparationFeasibility, product, cost, operator and delivery assumptions remain subject to professional work.
Capital architecture in preparationSponsor, structured capital and senior project-finance work can advance in parallel; no commitment is represented.
Intended sequence. Sponsor → transaction control → project vehicle → verified project → sponsor / structured equity capital → senior project finance → construction → hotel operation → stabilisation / refinancing. The final structure will depend on the actual transaction, project economics and professional advice.
Wider platform · illustrative stabilised scale
Montaña Roja is intended to become one operating asset inside a larger Sun Rock financial relationship.
If a new Playa Blanca hotel and the separately pursued Sun Park / MYND Yaiza recovery ultimately produce two lawfully consolidated operating hotel positions, the public planning model indicates a materially larger hospitality platform. No unresolved damages claim is required for this operating case.
Hotel units~560–600
Annual revenue€40–58m
Operating EBITDA€10–18m
Gross hotel assets€125–200m
The objective is to prepare the project and its capital architecture together, so that financing becomes a route to execution rather than an issue first considered after a transaction has been agreed.
Institutional dialogue
Advance the ordinary route while the transaction advances.
We seek an ordinary, transparent pre-application and technical dialogue with the competent teams of the Cabildo de Lanzarote and Yaiza Council so that the applicable planning, tourism, environmental, infrastructure and delivery requirements can be understood early and addressed properly.
The purpose is to prepare a credible project, not to obtain an informal approval, preferential treatment or a predetermined result. The Montaña Roja workstream remains independent of the Sun Park/MYND Yaiza legacy workstream described in the open letter.
Publication boundary
Strong intention. Precise status.
Serious preparation is compatible with precise disclosure. We distinguish what is being actively pursued from what has actually been completed, approved, financed or contracted.
No completed status is claimed. This page does not announce an acquisition, exclusivity, agreed price, deposit, committed financing, planning permission, tourism authorisation, building licence, operator appointment, compensation entitlement, public subsidy, institutional support, share pledge, guarantee, security package or construction start. It makes no representation that historic project documentation remains current or transferable.
Independent assessment. Any project must proceed—or not proceed—on its own transaction, planning, environmental, technical, financial and public-interest merits. It is not consideration for the resolution of any Sun Park/MYND Yaiza file. Sun Rock continues to pursue its existing economic and recovery rights separately while moving forward with the Playa Blanca hotel objective.
Illustrative hospitality vision
From destination to guest experience.
Selected concept studies for Playa Blanca, Lanzarote, Canary Islands, from the early-disclosure pitch material. They illustrate hospitality intent and spatial thinking; they are not final architecture, approved design or representations of completed works.
Public image boundary · L1.5. These full images are destination/concept studies only. Recipient-specific private-capital dashboards, indicative return/ticket/security material and controlled diligence remain outside the public page.
Proposed Lanzarote social-value compact
Measure value before making promises.
If the opportunity reaches an investable and deliverable stage, the project should adopt a transparent compact with a baseline, feasible targets, responsible owners, measurement dates and public reporting.
Employment, training and progression
Assess construction and operating roles, apprenticeships, vocational partnerships, management development and accessible pathways for Lanzarote and Canary Islands residents.
Local suppliers and public-facing opportunity
Develop a fair procurement and tenant-engagement approach for suitable local food, retail, services, maintenance, technology, creative and visitor-economy businesses.
Water, energy, access and landscape
Test resource efficiency, climate resilience, accessibility, mobility, landscaping and public-realm benefits against technical evidence and the applicable public processes.
No job count, procurement percentage, investment amount or environmental performance figure is stated until feasibility supports it.