David Danieli Email & Phone Number

Bethesda, Md

Asset manage a portfolio of six resorts in Key West, San Diego and Santa Cruz markets managed by four different management companies. In 2019, executed two management company transitions. Re-branded two resorts and announced the re-branding of a third. Oversaw design process and regulatory and municipal approvals at all six resorts. Major renovations were executed at three of the resorts in 2019 with four scheduled for 2020. Pulling through market re-positioning at five of the resorts.

Bethesda, Md

Active asset management role for large publicly traded hotel REIT. Responsible for a portfolio of 8 upper-upscale and luxury boutique properties in LA and Key West. Our portfolio of hotels drive sector best EBITDA margins. Leading the portfolio to outperform the market in RevPAR growth and pull through these results to the operating profit and EBITDA.

Bethesda, Md

Actively asset managed six boutique properties in the LA Market located in Burbank, West Hollywood and Santa Monica. Overhauled revenue management processes leading to improved market share results. Evaluated capital needs of the assets with the management company and obtained approval from Senior Leadership for these projects. Evaluated operating budgets submitted by the properties and negotiated goal sufficient to support corporate objectives.

Marriott Corporate Headquarters, Bethesda, Md

The Finance Business Partner team provides financial leadership and management for Marriott's Global Information Resources (IR) discipline with an annual budget of $330M. Manages a small team that supports the Global IR Shared Services for the company, which includes technology infrastructure, data storage, security, management and operations. Responsible for forecasting, budgeting, ROI Analysis, cost recovery methods, owner communication, organizational education, financial leadership and decision making. Interfaces with Sr. IR Leaders providing financial leadership.

Senior Financial Leader for portfolio of sixteen full service hotels across four brands in the Metro Washington, DC Market with annual sales in excess of $593M. Liaison between Regional Finance Personnel and Directors of Finance at the hotels, managing communication and directing execution of initiatives and financial performance. Participating in Market manpower and Business Strategy decisions. Mentoring junior Directors of Finance and Assistant Controllers, developing finance leaders for future transitions. Creating a sense of community and leveraging resources across hotels to ease staffing shortages, create training and improve moral of finance personnel.

Senior Financial Leader for eight full service hotels in New Jersey Market. Transforming the relationship between DFA’s in the market and developing a culture of cooperation and sharing. Raising the concerns of the field to the Regional Finance Personnel and delivering the Regional Finance Objectives to the Directors of Finance at the hotels.•Leveraged portfolio of hotels to identify best practices, common threats and weaknesses. Planned and executed initiatives to mitigate these risks. By utilizing individuals’ strengths completed plan six months early, resulting in highest Regional Summary Risk Assessment Scores for the collective portfolio.•Partnered with General Manager and Executive Committee to create a new vision for the footprint of the hotel. Analyzed ROI for several space use changes and building additions. Presented the Master Plan to the Regional Office, the Executive Vice President, and the Owner. As a result, the ROI for the Rooms Renovation was approved and completed in 2007.•Key Performer that was engaged in every area of the business. Developed and executed action plan with Executive Committee to change service culture in hotel, focusing on repeat business. Increased GSS by 8 points, lifting hotel from Red Zone to Clear Zone in 18 months. Demonstrated Revenue Management expertise, sharing in decisions that increased RevPAR by 3% over budget and 9% over prior year. Provided training and financial leadership to hotel managers; exceeding budgeted House Profit by $1.3M and exceeding margin by 2.2 points in 2005.•Sole Financial Leader in Cluster Sales Meetings, mentoring numerous limited service hotels’ GM’s on financial performance, capital improvements and sales strategy. Lead cluster of hotels to highest market share since 2001.•Mentored and developed three Sr. Assistant Controllers, promoting each of them to Director of Finance positions with Marriott.

Executive Committee Member responsible for overseeing entire Rooms Operations, including Front Office, Gift Shop, Laundry and Housekeeping. In addition, directed Engineering as well as Finance & Accounting. Mentored direct reports in each of these areas, while driving substantial cost reductions in an extremely challenging economic environment. Lead hotel to a six point improvement in Guest Overall Satisfaction YTD.• Critically contributed to business decisions concerning products and services entering the market and analyzed and determined pricing for these products to maximize revenues and profits, while balancing guest satisfaction. Complete over haul of Gift Shop transformed operation from a net loss to a profitable positive cash flow department. Lower price point on rooms coupled with reductions in staffing and amenities resulted in a one point improvement in rooms margin and higher guest satisfaction.• Solicited Owner approval for a $2.1M rooms renovation to begin at the end of 2003. Reviewed contractor proposals and designs, selected contractors and items to be included in scope of project. Evaluated cost/benefit analysis to upgrade renovation, and successfully gained Owner approval and funding. Renovation was successfully completed in early 2004.

Chief Financial Executive for $13M business entity, drove performance to highest profits in eleven year history of hotel. Directed business to largest premium in market share. Oversaw the Accounting and Finance functions for a business unit of a Fortune 500 company. Cluster DFA responsible for providing financial leadership to a diverse portfolio of limited service hotels. Meeting bi-weekly with the GM’s reviewing the new Cluster Sales Organization’s target initiatives, deciding on how the cluster of hotels would be presented and sold to potential clients. Working with hotels’ leadership to best position hotel’s against their separate market segments.•Successfully managed the test-pilot of company’s Project Mercury initiative to implement new technology and processes, creating a highly more efficient business operation. Included the adoption of a complete PeopleSoft application platform. Evaluated and revised new operating procedures, enhancing control environment. These changes were adopted in company wide rollout.•Designed, implemented, and facilitated re-organization of Accounting and Operation structure, resulting in a two points improvement in margin, highest associate satisfaction score in hotel’s history, and higher guest satisfaction scores.•Responsible to property owners for Return on Investment, Financial Reporting, Capital Expenditure Reporting, and Auditing.•Liaison between Management Company and Property Owners, represented both interests and rekindled relationship.•Performed all processes regarding Capital Expenditures, Financial Statement Preparation, and State Tax Compliance and Filings.•Prepared Annual Budget, monthly Forecasting, and Five Year Projections of Capital Expenditures.•Managed Daily Cash Balances, Accounts Receivable, Accounts Payable, Income Journal, Payroll, and Night Audit functions.•Reconciled Assets and Liabilities, including Bank Reconciliation, Escrow Reconciliation, and Inter-company Accounting.

Only Sr. Assistant Controller to hold all four Assistant Controller positions as the Flagship New York City Property. Financial Leader for Room Operations and Administrative Services throughout the 1945 room Flagship Marriott Hotel. Annual Sales in excess of $250 Million. Liaison to Regional Office for shared costs and financial reporting. Recognized with “Award for Outstanding Creativity and Change Management” by the Marriott Marquis, January 2000. Developed position by integrating two previously separate positions. Created job requirements, processes, and systems.

Provide Key Financial Operations support for the Company’s highest grossing Food and Beverage Department, with over $75 million in annual sales and managed inventories to less than $250k.

• CFO of $84M business unit of a Fortune 500 Company.• Executive for Convention Network Hotel and Flagship Hotel for the JW Marriott Brand, repositioning hotel in the market by developing strategic business plan, deciding sales strategy, evaluating group business and driving operational efficiencies. Effectively growing Total RevPAR by 12% over previous historical high and sustaining result through recession.• Lead hotel to best financial performance in its 25-year history achieving a House Profit Margin of 43.0% by growing top line sales and modifying operations; driving productivity to a sustainable 5% improvement and reducing Food Cost by three points.• Directed hotel to highest Guest Satisfaction and Associate Satisfaction scores in the history of the hotel. Developed and executed action plan with the Executive Committee, appropriated funding and administered training to managers and associates.• Negotiated all major contracts for hotel including Valet Parking, Valet Laundry, and outsourcing of Business Center, resulting in additional hotel profit of over $500k annually.• Facilitated due diligence process with Lender to gain financing of $125M for the Owner, successfully closing in March 2009.• Administered over $50M in various hotel renovations, including project forecasting, tracking, and invoice processing.• Implementing control procedures that resulted in the highest possible audit ratings from both Owner’s Price Waterhouse Cooper’s External Audit and Marriott Internal Audit. Successfully prepared and navigated both audits.• Preparing 18 month rolling forecast, sales and use tax filing, financial reporting, statement of operations, and balance sheet review.• Developing Annual Operating and Capital Budgets, presenting to Ownership, and negotiating final approval.

Lead Three Department Heads and a 25 person Accounts Receivable Team, managing outstanding receivables of $8 million. Facilitated Hotel Owner Relations, Accounted for several Shared Service Units, Coordinated Team Projects, and Spearheaded Special Projects assigned by Director.

Accounting Department Head, responsible for Asset & Liability Reconciliation, preparation of financial statements, bank reconciliation, cash flow analysis, and internal audits and controls. Trained and Directed activities of Accounts Receivable, General Cashier, Accounts Payable, Income Journal, Night Audit, and Credit Card Receivables. Lead hotel financially for one quarter while without a Director of Finance and Accounting.

Accounting Manager, accomplished intensive Marriott training program. Educated by working in each area of the hotel. Performed every role within the accounting office. Received concentrated training from the Director of Finance and Accounting. Reconciled Asset and Liabilities, Bank Reconciliation, and Constructed Financial Statement Analysis. Administered installation of a five-floor LAN and coordinated training.

Bs - Finance, Accounting

Activities and Societies: Class Cabinet ('96) Captain, Varsity Football Team Inducted into Falcon Society

Hs, College Prep