We fix travel and lodging businesses. Sometimes from the CEO’s chair.

Interim CEO

Chama, NM & Antonito, CO · Bi-state commission

• Engaged by the commission appointed by the governors of Colorado and New Mexico to reverse a slide in visitation and revenue at the economic engine for Chama, New Mexico and Antonito, Colorado.
• Reorganized the team, introduced new product and service offerings, and restructured marketing and sales.
• Transformed operating equipment to meet current climate and wildfire conditions.
• Reengaged mayors, town councils, state legislatures, and the congressional delegations in both states.
• Engagement concluded June 2026 and the operation was handed back to the commission.

Fractional / Interim CEO

Remote, North America · Payments for short-term rental

• Stepped in when the sitting CEO resigned and assessed offerings, systems, market position, team, and customer sentiment.
• Expanded target markets into corporate and mid-term rental, and rebuilt reporting structure, sales approach, account management, and attrition mitigation.
• Sold the majority of the book of business to U.S. Bank, the company's acquiring bank.
• Continued on the board following the engagement.

Head of Innovation, Marketing, Communications & Strategy

Denver, CO · Brought in by the university president

• Secured $10M in additional marketing funding to stabilize rapidly declining enrollment.
• Found the institution had no functioning strategy practice, proposed a permanent strategy branch to the president, faculty, and board, then led it until recruiting a permanent head.
• Flattened and restructured marketing, communications, strategy, public affairs, and events.
• Built the university's first VR/AR practice, including a cybersecurity training environment using a city as the metaphor for a network, and secured a Meta grant for the hospitality school's program.
• Deployed the university's first closed LLM for academic advisors, citing every response rather than hallucinating.

Interim CEO

Remote, global · SaaS property management platform

• Inherited a company with no sustainable growth and no clear target market. Started by interviewing every team member across development, IT, sales, finance, product, and ownership, plus current and former customers.
• Removed a senior leader whose behavior was damaging the culture and reorganized teams around actual strengths.
• Moved the market focus off the saturated short-term rental category and onto mid-term and corporate furnished rentals.
• Facilitated the acquisition of a failing competitor to migrate its clients onto the platform.
• Built the full financial stack — three-year budget, P&L, cap table, cash flow, pro forma — and ramped revenue into a fundraising cycle.

CEO, Contract

Chama, NM & Antonito, CO · 150-year-old bi-state railroad

• Recruited by the bi-state commission to steady the organization through COVID and guide a team operating with no certainty about when, or whether, the trains would run.
• Reviewed product-market fit and tested the service against the demographic shift underway in traditional rail ridership. The audience the railroad was built for is aging out, and the offering had not moved with it.
• Secured capital funding from both New Mexico and Colorado.
• Rebuilt budgets and finance operations, redesigned the HR function, and added incremental sales channels.
• Developed new products aimed at the visitor the railroad needs next, not the one it has always had.

Managing Director

Denver, CO · Private family investment group

• Recruited by the family principals to oversee roughly $600M in operating companies and assets across multiple industries.
• Repositioned and stabilized portfolio businesses and held senior leadership to the family's financial and performance expectations.
• Investment and leadership across SaaS, DaaS, and consumer product companies inside three private equity funds.

CEO

Tabernash, CO · 400-person destination resort

• Led the transition of the senior leadership team across every department and repositioned the offering toward the segments the property needed.
• Opened new business segments and developed the destination to hit revenue and visitation targets.
• Earned #1, #3, and #8 national rankings from major travel and rating organizations in back-to-back years.
• Oversaw eight operating businesses including two inns, four food and beverage outlets, a spa, and retail.

CEO

Winter Park, CO · 501(c)(3), $25M facility

• Led the roughly $25M build-out and May 2019 opening of an off-the-grid community center, digital exhibit museum, and education facility built around water issues.
• Partnership with the towns of Winter Park and Fraser and Grand County.
• Built the team, structure, go-to-market program, and public programming from nothing.
• Owned the opening and annual budgets and the monthly P&L.

Partner

Winter Park, Grand Lake, Fraser & Granby, CO · Cory Davis, operating partner

• A Colorado rental management company built on owner partnerships rather than transactional property management. Cory Davis ran operations as operating partner.
• Balanced occupancy and rate performance for owners against standards of home care and guest experience.
• Sold the company in July 2025.

Interim CEO

Dallas, TX / Denver, CO · AI content intelligence

• Recruited to accelerate growth, secure funding, and take market share.
• Built global strategic partnerships and secured the market requirements that drove product development.
• Led pilot programs that demonstrated 15x return on ad spend.

VP Global R&D, Product & Corporate Development · CEO/MD, Pacific

Parsippany, NJ & Gold Coast, Australia · $1.2B business, 100 countries

• Built the global vacation rental strategy spanning 35 brands across 30 countries on four pillars: inventory acquisition, services, technology, and category development.
• Led M&A for the vacation rental category outside Europe and integrated acquired companies into the corporate environment.
• Negotiated with the three major OTAs to create the vacation rental category on their sites.
• Ran a $1.2M market research program across ten European countries, North America, and Latin America, and developed the global brand promise and positioning.
• Simultaneously led the Pacific region: a $200M operation with 250 associates and 260 affiliates, restructuring the leadership team and recruiting its permanent managing director.

Vice President, Operations

Worldwide · Acquired by Sabre Holdings

• Recruited to create value and ready the business for sale.
• Hired, managed, and mentored 50 people across sales, marketing, account management, data services, implementation, training, revenue, and customer service for 7,000 hotels and resorts in five offices worldwide.
• Grew the client base 200% in three years and added $10M in company revenue within two, which translated into roughly $1B in revenue for hospitality clients.
• Managed the distribution partnerships: Expedia, Travelocity, Travelweb, Orbitz, Hotwire, Sabre, Galileo, Amadeus, and Worldspan.
• Ran acquisition activity, developed product positioning and the value proposition, and implemented Salesforce to manage the pipeline.
• Sold to Sabre Holdings in 2005.

Director

Denver, CO · Hotel representation company

• Restructured and repositioned a hotel representation business, then sourced and selected the new distribution product it would sell.
• Ran every operating function: sales and marketing, account management, support, accounting, billing, payroll, budgeting, forecasting, and strategic planning.
• Managed an enterprise technology migration and guided expansion into Europe, Asia, and New Zealand.
• Integrated e-commerce and e-marketing into existing communications strategy for hotels, chains, and management companies — the early version of the distribution work we still do.

Business Analyst → Director, Client Management

Denver, CO · Acquired by Springer-Miller Systems

• Moved to Colorado and crossed from running hotels to building the systems hotels run on. The hinge the next twenty-five years turns on.
• Analyst, 1998–1999: on-site operations analysis to gather business requirements, then wrote the specifications and new features that kept the product competitive.
• Director, 1999–2000: managed multi-million-dollar client relationships, led a large-scale product rollout, and sold systems and services into hotel, resort, and vacation ownership organizations.
• The company was acquired. The first of six exits.

Project / Opening General Manager

Charlotte, NC · Hampton Inn & Suites SouthPark at Phillips Place

• Ran every pre-opening activity for an all-suites property and opened it successfully.
• Positioned the hotel in the top 1% of all Hampton properties.
• Conducted the feasibility study, then built the sales and marketing plan, service standards, opening rate structure, public relations plan, and hotel budget.
• Hilton Certified General Manager.

Corporate Regional Sales Manager → Corporate Manager, Property Operations & Systems

Chapel Hill, NC · Aruba, Bonaire, Cayman Brac, Barbados, St. Maarten

• Sales, 1994–1996: ran US and Canada sales and marketing for five leisure resorts and two dive resorts, roughly 800 units, with a staff of 17. Grew group sales revenue by $2M across four Caribbean properties.
• Operations, 1996–1998: oversight of seven Caribbean resorts — quality assurance, property inspections, staff training, and helping general managers hit operating targets.
• Opened the Aruba Phoenix Beach Resort, 102 units across 34 villas and 68 rooms.
• Reopened Divi Little Bay Beach Resort in St. Maarten, 257 units across 200 rooms and 57 suites.

Operations Manager

Times Square, Manhattan · 1,800 rooms · Recruited from East Carolina University

• Recruited off the hospitality program at East Carolina University into Marriott's Management Training ID Program, and completed it at the company's Times Square flagship.
• Operations manager for an 1,800-room midtown hotel, running a staff of 50 and carrying manager-on-duty responsibility for the building.
• Oversight across front office, financial audit, food and beverage, security, housekeeping, maintenance, and concierge, including yielding rooms and revenue across every division.
• The reason the operating advice thirty years later is not theoretical.