Departments & operations
Owners hold results above the property. The GM owns execution on it.
Nine above-property functions support a named leadership bench at every hotel.
Above property
Nine departments, each with a named lead.
Executive Leadership
President & CEO with the ownership group
Sets strategy, allocates capital and owns the franchise relationship. Reviews every hotel's performance monthly with the COO and Controller.
- Capital planning
- Brand & franchise relationship
- Monthly performance review
Operations & Guest Service
COO / VP Operations, Certified GM
Oversees the GM and daily standards at every property, from service recovery and department-head coaching to the guest-feedback trends reviewed each week.
- GM oversight & daily standards
- Same-day service recovery
- Housekeeping & rooms quality
Finance & Controller
Director of Finance / Controller
Owns the USALI monthly close, the annual budget built with department heads, internal controls and the monthly owner report.
- USALI monthly close
- Budgets & FF&E reserve
- Owner reports & internal controls
Revenue Management
COO with Marriott RMAS
Weekly forecast, pace and rate strategy with Marriott's Revenue Management Advisory Services, benchmarked against the comp set.
- Marriott RMAS partnership
- Weekly pace vs. forecast vs. budget
- Comp-set index tracking
Sales & Marketing
Director of Sales with an outside agency
Corporate and group accounts sold face to face, supported by Brand Digital Marketing and loyalty enrollment run as standing programs.
- Corporate & group accounts
- Brand Digital Marketing
- Loyalty enrollment goals
People & Training
COO with HR leadership
Recruiting, onboarding and retention, with payroll on ADP. Brand training comes before the first shift, and recognition is tied to guest comments.
- ADP payroll
- Brand training & DLZ tracking
- Cross-training across departments
Engineering & Capital Projects
CEO above property, Chief Engineer on property
Preventive maintenance and room-inspection calendars, life safety, PIP delivery and renovation projects bid competitively.
- PM & RPM calendar
- Life safety
- PIP & renovation delivery
Technology & Security
CEO, enterprise infrastructure background
Brand-compliant networks, PCI, mobile key and guestroom entertainment kept to standard, backed by a written crisis-management plan.
- Brand network standards
- PCI & data security
- Crisis plan & 24/7 escalation
Real Estate & Acquisitions Advisory
Co-owner oversight with an outside advisor
Portfolio oversight and acquisition underwriting, supported by an outside commercial real-estate advisor with hotel-ownership and franchise-transition experience.
- Acquisition underwriting
- Franchise transition
- Market intelligence
MSK Command Center · Our operating platform
Your hospitality command center.
See what changed, decide what matters, and move straight into action across every property. It's our own internal platform, and every principal and GM works from the same screen.
Morning briefing
Owner intelligence
Work board
Performance trends
Illustrative interface
01
Review
Morning briefing
Overnight changes, financial exposure and today's key decisions, ready before the first huddle.
02
Decide
Owner intelligence
Performance, revenue loss, guest exposure and risk in one view, with recommendations on what to do next.
03
Act
Work board
Every decision becomes owned work, with a priority, an accountable person and a due date.
04
Verify
Performance trends
ADR, RevPAR, revenue mix and exposure tracked over time, so we know whether the action worked.
Workspaces
Rooms & housekeeping
Room status, departure inspections, deep-clean rotation and out-of-order tracking.
Maintenance
Work orders, the preventive-maintenance calendar, room inspections and life-safety checks.
Staffing
Schedules against forecast, open shifts, labor targets and training completions.
Shift reports
Structured handoffs from every shift: incidents, guest issues and follow-ups.
Revenue strategy
Pace, pickup, rate position against the comp set, and the weekly RMAS agenda.
Finance center
USALI close status, budget variance, payables and the monthly owner report.
Risk protection
Brand-audit readiness, open findings, incidents, insurance and compliance dates.
Growth engine
Corporate accounts, group leads, loyalty enrollment and the acquisition pipeline.
The daily rhythm
Ask what changed.
Decide what matters most.
Act: who owns the response?
Verify: did the result improve?
On property
How a hotel runs, day to day.
Every property has a General Manager of record working on site, supported by department heads coached daily by principals who are present.
General Manager
The GM of record works on property and owns execution: standards, staffing, service recovery and results.
Assistant General Manager
Leads the daily huddle, keeps standards and training on track, and reviews guest cases every day.
Front Office
Owns the arrival experience, same-day recovery at the desk and loyalty enrollment.
Housekeeping
Handles room assignments, inspects every departure room and runs linen and supply counts.
Engineering
Keeps the preventive-maintenance and room-inspection calendars, life safety and daily repairs.
Sales
Sells named corporate and group accounts, with a weekly pace review alongside the COO.
Operating cadence
Daily to annual, nothing left to chance.
Daily
Property huddle
AGM and department heads cover arrivals, room status, staffing, guest cases and safety.
Weekly
Operations & revenue call
COO, AGM, Sales, Front Office and RMAS review pace, forecast, rate, comp set and maintenance.
Monthly
Close & owner review
Controller presents the USALI P&L against budget and prior year, with GOP, labor and action items.
Quarterly
Brand & portfolio review
Comp-set index, guest-feedback trends, quality-audit readiness and the capital plan across hotels.
Annual
Plan & budget
Strategic plan, department budgets built with department heads, FF&E reserve and PIP milestones.
Controls
Duties separated for cash, purchasing and payroll, with night audit reconciled above property.
Crisis readiness
A written property crisis-management plan, 24/7 escalation to the GM and principals, and prompt notice to the brand.
Standards
A self-audit before every quality visit, with findings closed by a named owner on a date.
All In, On Site
Let's talk about your hotel.
Whether you're a brand reviewer, an owner or a future colleague, we'd like to hear from you.