Hotel Financial Management & USALI Controlling
Numbers a GM can act on.
Consulting that works inside the accounting, not around it.
Numbers that arrive after the month is over.
Owner decisions need current numbers, not autopsies. I build reporting that shows on Monday how the week ran.
What this sounds like in practice:
- Your monthly P&L lands six weeks late, and explains nothing
- You decide on capex from the gut, because the numbers aren't there
- Your tax advisor closes correctly. Never on time.
What this means
A property that sees its numbers six weeks late makes decisions for yesterday. Financial management here doesn't start with a dashboard. It starts with the calendar. Where does the handoff stall, and with whom?
Once the cadence holds, I set up the chart of accounts, cost centers, and forecast. The result is simple. On any given day, you know where the operation stands.
A number is a question waiting to be asked.
Typical starting points
The monthly P&L lands on the 15th of the following month. The investment call was made a week ago.
USALI is on paper. The team still talks in revenue and food cost.
The cash plan lives in one staffer's spreadsheet. He retires next year.
How this runs, step by step
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Cadence before content.
First I ask why the numbers arrive late. Usually the delay isn't in the bookkeeping. It's in the handoff between the property and the tax advisor.
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Structure that reads.
Chart of accounts and cost centers set up so the month-end close answers the questions the owner actually asks. No extra work each month.
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Build the cadence. Keep it.
A monthly meeting. Fixed date, fixed attendees, fixed report. No meeting about meetings.
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Anchor forecast and cash.
Rolling forecast, weekly cash view, annual capex plan. Practiced in the house, not mailed in.
Houses that hold the cadence respond in days, not weeks.
Other services
Operational Efficiency → Digital Operations → Systems Integration →
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