The International Network of Hospitality Consulting Professionals

Find a Hospitality Management Assessment &

Organizational Development Consultant

Hotel Management Assessment Consultants

Cayuga Hospitality Consultants are able to aid in this basic requirement of the hospitality industry through their knowledge and experience in key leadership positions throughout the industry and their years of consulting experience. Our consultants are able to quickly and comprehensively perform:

  • A hotel management assessment
  • Evaluate a management team
  • Assess the culture of an organization
  • Check for policies and procedures that may impede productivity
  • Evaluate quality of service and facilities
  • Bring actionable solutions to owners and operators

Training and Development Consultants

Cayuga Hospitality Consultants will offer results-driven solutions to:

  • Elevate levels of service
  • Support cultural change
  • Create positive work environments
  • Establish plans and deliver training and professional development
  • Assist ownership and/or management through reorganization or rebranding transitions.

Cayuga’s consultants understand the complexities of managing a diverse workforce and provide prudent and comprehensive solutions to their assignments.

Hotel Management Agreement Consultants

Hotel management agreements among the large branded management companies follow what by now has become the standard formulation for fees, at least before the negotiation commences. The base fee and incentive fee are now well known in the industry and expected as the starting points in most manager-owner negotiations. Our consultants readily:

  • Calculate the Base Fee in hotel management agreement
  • Calculate the Incentive Fee in hotel management agreement
  • Balance Hotel Owner Objectives and a Management Company’s Incentives
  • Implement a Hybrid Formula to Help Calculate the Incentive Fee

Hotel Management Agreement Bargaining

The Hotel Management Agreement (HMA) forms the basis of the ‘bargain’ between the management company and the owner in a typical, full-service branded hotel management agreement. These are the provisions that are likely to be negotiated over a period of weeks, even months, assuming bargaining strength exists on both sides of the negotiating table.

The trend is to set out the basic business terms first in a Letter of Intent (LOI) before proceeding to the ‘definitive document’ phase. 

Some basic terms:

  • Brand Selection
  • Identification of the Parties
  • Description of the ‘Hotel’ or ‘Project
  • Residences

Once you have a fundamental understanding of these, you can then focus on what is actually negotiable in the HMA:

  1. Term Length and Conditions
  2. Performance Test
  3. Revenue-Based Fees
  4. Incentive Fee
  5. Other charges such as technical service fees
  6. Furniture, Fittings, and Equipment Reserves (FF&E)
  7. Budget Approval by the Owner
  8. Capital Expenditures
  9. Owner’s Financing
  10. Credit Enhancements: These are sometimes provided by management companies to enhance the owner’s ability to finance the hotel. 
  11. Employees
  12. Hiring and Firing Key Personnel
  13. Indemnification and Insurance: It’s typical for the management company to expect the owner to indemnify the management company against all claims, losses and liabilities, except for those arising out of the management company’s acts that constitute willful misconduct or gross negligence. 
  14. Damage and Destruction: Property insurance is provided by the owner with coverage acceptable to the management company. 
  15. Sale of the Asset
  16. Agency (termination and wrongful termination)

These are many but not all of the negotiating considerations. Many other areas are addressed in the HMA, such as governing law, dispute resolution, etc. They require experienced counsel as well as hotel development and operational expertise. 

For more information on our hotel management assessment consultants, contact Cayuga Hospitality today.

What is the Difference Between a Manager and Leader

As you may know, there is considerable discussion in the literature and at various forums about factors that distinguish a “Leader” from a “Manager”. Many people make no distinction, assuming that a person in a management position must be a leader as that is inherent in the position. Such people confuse “positionship” with “leadership”, for the mere occupancy of a position does not guarantee real leadership.

Managers tend to focus on the immediate situation as they function in the present and are usually measured in this way. While they are peripherally aware of the future, they really don’t spend a lot of time contemplating it.

Leaders, on the other hand, do look to the long term, realizing that the present is a fulcrum future direction and results. If they were chess players they would be thinking several moves ahead. Leaders mostly think strategically, managers mostly think tactically.

Managers focus on the process of management and immediate efficiency more than leaders do. Leaders think about how they invest their time creatively and surround themselves with, and develop, the strongest talent so that those talented people can grow and do more and more over time. Leaders believe that if they do so, their people will do a better job of watching and improving the processes than the leader could do himself or herself.

Leaders understand that compensation is a satisfier, not a true motivator. Once this satisfier is in place at an acceptable level, people are motivated by the nature of the work, the challenges, opportunities to learn and grow, and whether or not their bosses support and care about them. Managers, on the other hand, often think of their subordinates as responding best to financial rewards and incentives.

Someone once said that “Managers get work done through other people,” but leaders “develop people through work”. Since leaders need to know what “makes people tick”, they want to know a subordinate’s long term goals and aspirations so they can fashion ways to combine personal goals with the work at hand, as well as the organization’s goals. The current buzzword for this is “alignment”. For any given project it may be less important to know people’s long term goals, but for organizational growth and success it is necessary over a period of time. Leaders tend to be contemplative and social, managers are often impatient and mentally preoccupied.

Leaders recognize that individuals are motivated differently and so consistency is not an absolute virtue in their recognition of people. Some people may like public praise, others may appreciate the opportunity for more flexible time, for example. Managers emphasize systems more than they do people or personalities. Many manages do not recognize that a policy is not a regulation and “hide” behind policy when a vexing situation arises, wherein the right thing to do is to deviate from established policy.

Managers tend to think more about what has been done before and try to make incremental improvements, while leaders like to challenge themselves and their people to bring out their best in ways they never thought possible, so quantum leaps can occur. They establish new paradigms.

A manager’s priority, from which he or she usually derives the most satisfaction, is based on process and efficiency. “Getting it done” is their byword. Leaders enjoy success too, of course, but tend to revel in it more when it leads to growth of individuals and the organization. Their greatest satisfaction comes from having others who succeed them rise to greater heights than they did.

Leaders use time as a reward and seek to invest their attention where it can have the most upside impact. People usually have the most opportunity to grow and become truly great where they already demonstrate strong performance, and so leaders tend to avoid remedial projects or the constant oversight of weaker performers. Instead, they spend more of their time with the people most likely to bring the greatest advances in the future. Managers tend to focus more on problems to solve than they do in boosting people to previously unachieved excellence. Leaders are “fire lighters” (passion), managers are “fire fighters.”

Leaders try to get to know people and understand them in a personal way without being invasive or inappropriate. They evidence compassion as well as objectivity in their decision making. Many managers tend to be more “cut and dried” in their working relationships, which can be perceived as insensitivity. Leaders “think with a cool head and a warm heart, not a hot head and a cold heart.”

Some of the best managers are very good at studying “best practices” and ways to “build a better mousetrap”. Leaders tend to look for more of the “Einsteins” and star performers who are likely to find a better alternative to eliminating mice than the snap trap. Leaders possess and look for creativity. Managers are more conformity minded.

Leaders are all about finding and cultivating talent and are not threatened by it. Managers usually want to feel more in control of their surroundings, not the least of all because highly talented people can be very independent and often “difficult to manage”. Leaders often have stronger social skills than managers do and are better prepared to deal with strong egos. Many managers lean toward inflexibility.

As headstrong as many leaders can be, they know from experience that being headstrong can be a liability, and they have learned to listen and be accepting of other’s points of view. Managers may be more focused on what they believe to be the “right way” to do something and may be less open to hearing divergent views. Leaders may not always enjoy hearing opposite views, but they evidence the concept of “let the best idea win.”

Our Hotel Management Assessment Consultants

David Adler

Driving events and meetings demand, profitability and efficiency in a post covid world with smart technology, up to date strategies and creative solutions for leadership and innovation.

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Susan Barry

Helping hotel owners achieve superior top line revenue performance through sales, marketing, and revenue strategy consulting, retainer engagements, and projects.

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Katie Benson

Hospitality professional with extensive international operational, development and asset management experience with assignments in Asia Pacific, Middle East, Europe, UK, USA.

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John Berndt

Senior advisor for multi-use projects for International brands, independent owners/developers on hospitality operations programing and development.

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Aureliano Bonini

International Hotel, Restaurant and Destination Marketing Expert - Focusing on market positioning, e-marketing, operational audits, market evaluations.

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Joseph Cozza

Leadership experience in catering sales and event operations. Expertise in creating actionable plans that drive sales, event excellence, and profit. Focus on quality, accountability, and results.

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Haydee Cruz

Helping hotels to reach targeted market segments, securing and implementing lucrative sales strategies, developing innovative operating practices to ultimately yield profits.

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Stephen Darling

Experience in planning and development consulting for owners and architects, Stephen's approach creates the road to profitability plus fresh shrewd insights for the future.

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Dr. Chekitan Dev

Internationally renowned scholar and thought leader on marketing and branding in the hospitality, travel, and tourism industries. As an expert witness, he has testified in numerous cases involving hotel owner–brand relationships and the online travel industry.

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Robert Gary Dodds

Decades of experience as a VP Human Resources, and 50 years working with global and regional brands in luxury to full-service Hotels in the Asia Pacific, The Americas, Europe, and the Middle East and Africa regions, as well as the Caribbean and Latin America.

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Cara Federici

A luxury-lifestyle entrepreneur, brand creator and operator, Cara Federici's extensive design, digital marketing, web development, revenue strategy and sales expertise deliver proven methodologies to create and scale hospitality brands.

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Anjani Gandhi

Coach, Hotelier & HR professional known for building systems, developing training programs & competency frameworks, expert in the HR, M&A, & intuitive analysis of human behavior.

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Steve Heitzner

Hospitality sales & marketing expert - advising clients on strategic & tactical imperatives designed to maximize top line revenues. Develop innovative sales, marketing & revenue strategies to drive profitable growth.

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Mark Keith

Mark can reveal root cause & solutions underperforming hotels or companies. Replace or transform leaders. Simplify structure or hierarchy. Reset company culture. Shift KPI’s to what’s important for results that matter.

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Chuck Kelley

An expert in hotel operations, optimizing financial performance, strategic positioning and brand management, from select service to the luxury tier.

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Haydn Kramer

Hotel Sales & Marketing expert ; experience ranging from VP of Sales & Marketing to Sales Management of Marriott's entire portfolio. Haydn's knowledge can be applied to any lodging brand at every tier

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Jim Lopolito

Jim is a veteran of the restaurant, country club (clubs), catering & concert industries offering expert consulting assistance in developing operational performance, cost accounting, extraordinary teams, and molding profitable hospitality businesses.

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Katherine Moulton

Katie specializes in dispute resolution/mediation services for the hospitality industry. She is expert in facilitating collaborative and productive dialogue between disputants to achieve agreement.

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Ahmed Riad

We help hotel owners and managers optimise their commercial performance by crafting purpose built Sales, Marketing, PR & Revenue strategies. Our global exposure is refined by a unique expertise on the ins & outs of the Middle East travel market.

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Preston Rideout

I'm a Nightclub and Bar Consultant with 24 years of experience. Resorts, Hotels, Casinos, Restaurants, Nightclubs, and Bars retain my services because I am a Nightclub and Bar Expert

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