I run complex hotels and build the software that makes them run better. When the tool I needed did not exist, I built it. When the property needed a turnaround, I delivered it. When the marketing budget was zero, I made national news anyway.
Currently operating a dual-brand Marriott complex in the New York metro area. Previously Corporate Vice President of Operations for a downtown Las Vegas casino and entertainment portfolio. Founder of InnCue, a hospitality technology company with three production platforms serving hotel operators and ownership groups.
Every operator has a title and a list of properties. These are the moments that show how I actually think.
Golden Gate Hotel & Casino had served a 99-cent shrimp cocktail for 50 years. It was a Las Vegas institution. I raised the price to $1.99.
I got literal death threats. CNN covered it. Fox covered it. USA Today ran it. The "assault on Las Vegas tradition" generated millions of dollars in free media coverage, drove record foot traffic to downtown Las Vegas, and the property became profitable for the first time in years.
The shrimp cocktail was never the point. The publicity was the point. Knowing the difference is the job.
Hooters Casino Hotel had been through multiple bankruptcies. There was no marketing budget. Not a reduced budget. Zero. I created the "Month of Giving" campaign, convinced twelve media companies to donate billboard space across the Las Vegas Valley, and got $300,000 in video production donated at no cost. Total spend: zero dollars. The property became profitable within twelve months.
A year later, MGM announced they were charging for parking. The next morning I sent Hooters girls in hardhats and construction gear into our parking lot with paint rollers. They painted FREE PARKING in giant letters across the asphalt. Our lot sat directly below 2,500 rooms at MGM Grand. Every news channel showed up. Every casino blog covered it. Every travel website mentioned it. Cost: $200 in paint and hardhats. Caesars executives called furious. I took that as a compliment.
The operators who blame the budget for poor results are the ones who never learned to work without one.
We made it snow on Fremont Street at Christmas. We crowned the World's Tallest Leprechaun King. We launched the Las Vegas Speed Date every Valentine's Day as our official attempt at the world's largest speed date, and thousands showed up year after year. We created the Fremont Street Beerfest. At Life is Beautiful, while other casinos set up mock blackjack tables in parking lots, I bought 50,000 bricks and gave people paint in every color imaginable. They painted their own brick. We built them into a massive mosaic wall where every person at the festival became a small part of something beautiful. The next year, people came back looking for their brick. Each one cost almost nothing. Each one drew thousands of people downtown and generated coverage that money could not buy.
Then we built the Downtown Las Vegas Events Center, a 20,000-capacity venue on Fremont Street, and booked Kid Rock, Sammy Hagar, and dozens of major national acts. When Hurricane Odile destroyed Sammy Hagar's birthday shows in Cabo, I called his team, offered the Events Center, and pulled together a 15,000-person show in 24 days. His normal Cabo shows held 300 people.
From booking Shirley King at a 100-seat blues club in Chicago to filling a 20,000-seat venue on Fremont Street. Same operating philosophy, completely different scale.
Dual-brand properties, mixed-use portfolios, assets with multiple revenue streams and competing brand standards. I run the full operation, not just individual departments.
Properties that have been through ownership transitions, management changes, or sustained underperformance. Stabilize the team, fix the operation, then build from there.
Ownership groups that want an operator who communicates in their language. Clean reporting, honest P&L narratives, direct communication when the asset needs attention, and no surprises in the monthly report.
Properties and portfolios where the available technology is not solving the actual operational problem. I build custom platforms that give operators and owners the data they need to act, not just the data their vendor chose to display.
Three production platforms. Not prototypes. Not pitch-deck screenshots. Live systems, running at real properties, reporting to real ownership groups.
Hotel industry intelligence delivered every morning at 6 AM. Operator-grade editorial on the brand, deal, labor, tech, and market signals that will hit your property next. Monday Morning Plays and Staff Huddle Cards ready to share with your team.
innbrief.comConnects the occupancy forecast to the staffing plan to the timecards to the executive report. Four-Pillar labor analytics (Theoretical, Scheduled, Worked, Paid) surface the cost of every gap. Production-tested at a 375-room union full-service property.
inndash.comTurns daily execution into documented operational discipline. Shift operations, structured passdowns, verified goals with six proof types, room-aware quality inspections, and gamified accountability across every shift, every department, every property in a portfolio.
hoteldispatch.comWhether it is about running a complex asset, building technology that solves a real operating problem, or the kind of conversation that only happens between people who have stood at the front desk at 2 AM.