Soren Hudson Conversation: Robert Girvan on Vision, Legacy & Building with Purpose

In our first edition of our interview series, we sit down with Robert M. Girvan — President of Soren Hudson International — to explore the firm’s unique origins, its approach to off-market acquisitions and why the best opportunities are often hidden in plain sight.

Soren Hudson Conversation:

Robert, you’ve had a long and successful career in the leisure and hospitality industry. What led you to start Soren Hudson International?

Robert Girvan:

After 30 years of building and operating in the leisure and hospitality world, from 5-star resorts to high-end holiday developments, I began to notice something missing in the market. There was a clear gap between the quality of assets available and the sophistication of buyers looking for them. On one hand, you had exceptional properties, many privately held, underutilised, or simply not presented with the vision they deserved. On the other, a global network of investors hungry for legacy-grade assets but lacking the access, relationships, or imagination to find them.

Soren Hudson International was born from that intersection to become a trusted bridge between quiet opportunities and serious capital. It’s not a brokerage in the traditional sense; We are a highly strategic acquisitions platform for discerning investors and ambitious asset owners alike.

SHC:

What makes your approach different from traditional acquisition and M&A firms?

Robert:

I’ve spent a lifetime on the other side of the table as a developer, an operator and an owner. I know the value of discretion. I know what keeps people up at night. And I know how transformative the right deal with the right buyer can be for a business or a family. 

That’s why we’re very selective in whom we work with. Every mandate is tailored, every asset is studied from the inside out, and every introduction is handled with the utmost care. We’re not here to rack up volume, we’re here to craft meaningful transactions that stand the test of time.

SHC:

You’ve often described Soren Hudson International as “bespoke by design.” What does that mean in practice?

Robert:

It means we don’t pretend to be all things to all people. We focus where we have an edge: luxury hospitality, golf and leisure, and prime development opportunities, especially those that don’t fit neatly into a spreadsheet.

We’re not limited by geography; we work globally from the UK, Europe, North America, the Middle East and into select frontier markets, but we are guided by principle. That means understanding the true story behind an asset, building long-term relationships, and ensuring that both buyer and seller walk away with something more than just a transaction. It’s got to feel right.

SHC:

And what role does your team play in all this?

Robert:

I’ve been fortunate enough to build a team that blends deep industry experience with real entrepreneurial spirit. Some of us come from operations, others from finance, strategy, or development. But what unites us is a shared belief that this business is about people, not just assets.

Ali, our Managing Director, brings a sharp, strategic lens and global perspective, particularly when it comes to investor engagement and deal structuring. Together, we cover a lot of ground, but we keep the model lean. That allows us to stay agile and deliver a level of attention most firms simply can’t.

SHC:

Where do you see the future of off-market acquisitions, particularly in your sectors?

Robert:

The demand for unique, legacy-grade assets is only growing, particularly among family offices and private investors who want more than just a return. They want purpose, presence, and pride. And with institutional capital becoming more discerning, assets that can offer both lifestyle and long-term value will be in high demand.

However, access will continue to be the biggest barrier. The best deals won’t make the open market. That’s where we come in — not just to find them but to shape them. Often, we’re helping reposition an asset long before it’s “for sale.” That’s the difference.

SHC:

Lastly, what does success look like for you at this stage?

Robert:

It’s not about headlines. It’s about legacy. If we can look back in ten years and say we helped preserve remarkable assets, stewarded responsible investment into communities, and built something with integrity, then that’s success.