Corporate Director of Projects and Acquisitions Nouveau

Position Summary

The Corporate Director of Projects & Acquisitions owns three connected disciplines for Lodging Dynamics: capital projects, growth, and task force operations. On the projects side, this role plans, budgets and oversees renovations, PIPs, conversions and major capital work across the portfolio, working directly with owners, general managers, architects, contractors and brand representatives to bring every project in on scope, on budget and on schedule. On the acquisitions side, this role leads due diligence, underwriting and transition planning for new management contracts and acquisitions. On the task force side, this role is a standing member of Lodging Dynamics' deployable leadership bench. When a property loses a General Manager, opens under a new flag, comes onto the platform through acquisition, or needs stabilization during a renovation, this person deploys on short notice and personally runs the hotel as Acting General Manager, full P&L and staff included, until a permanent leader is in place. This is a corporate role reporting to Regional Director of Operations, with frequent and sometimes extended travel to properties across the portfolio and to prospective deal locations.

Key Responsibilities

CAPITAL PROJECTS & RENOVATIONS

• Lead capital planning across the portfolio: scope, budget, timeline and owner approval for renovations, brand-mandated PIPs, conversions and major systems replacements.
• Serve as the on-site and remote owner's representative during construction: track schedule, budget, change orders and quality against plan, and resolve issues before they become delays.
• Coordinate PIP scope and timing directly with Marriott, Hilton and independent brand teams, and keep every property in compliance with brand standards.
• Track capital spend against approved budget at the line-item level across every active project, and flag variance to ownership and to Lodging Dynamics leadership before it compounds.
• Report project status, budget variance and risk to ownership groups and to Lodging Dynamics leadership on a regular cadence.
• Partner with each hotel's General Manager and Chief Engineer so property operations continue with minimal disruption during construction, including guest communication, room-block planning and life-safety compliance during the work.
• Close out each project formally: punch list, warranty documentation, brand sign-off and final reconciliation of the capital budget.
• Conduct regular site walk-throughs and produce detailed, photo-documented progress reports for ownership and leadership.
• Confirm and document ADA, fire/life-safety and local code compliance at each phase of construction, not just brand compliance.
• Coordinate FF&E procurement, delivery scheduling and on-site storage or staging, particularly when multiple projects are running concurrently.

ACQUISITIONS & GROWTH

• Own the successful completion of every acquisition and divestiture on the portfolio, from pre-planning through the weeks following official transition to Lodging Dynamics management.
• Lead due diligence on new management contracts and hotel acquisitions: physical asset condition, PIP exposure, market position, competitive set and financial performance.
• Build underwriting models, pro formas and investment memos that give ownership and Lodging Dynamics leadership a clear, honest picture of a deal before it is signed.
• Represent Lodging Dynamics to ownership groups, brokers, lenders and brand development teams pursuing new business, including on-site property tours and management-proposal presentations.
• Work closely with the Regional Director of Operations and other corporate team leaders on third-party management contracts, serving as the single point of contact for each deal from pre-planning through stabilization.
• Coordinate legal, accounting and operations stakeholders through the negotiation and signing of new management agreements.
• Build the transition budget and timeline for each acquisition, gathering and validating the costs of onboarding a property onto the Lodging Dynamics platform.
• Plan, schedule and lead transition conference calls among ownership, the existing management company, brand representatives and Lodging Dynamics corporate teams, and follow up to keep every open item moving to close.
• Lead transition planning for newly acquired or newly managed hotels, working with operations, HR and accounting so each property comes onto the platform smoothly, including systems conversion, staffing review, and brand re-flagging where applicable.
• Take the lead in preparing and gathering the information owners or corporate staff need at each stage of a transition, and keep transition tasks on schedule and accurate.
• Organize and maintain transition documents and contracts so each newly acquired property is compliant with Lodging Dynamics' internal audit requirements from day one.
• Track the pipeline of prospective deals and PIP-driven opportunities, and keep leadership informed on stage, timing and required capital.

TASK FORCE & INTERIM GENERAL MANAGER DUTIES

This role carries personal, hands-on operating responsibility, not just oversight. A deployment can run from a few days to several months, depending on the situation.

• Deploy on short notice as Acting General Manager at any property in the portfolio during a GM vacancy, leadership transition, new-hotel opening, brand conversion, or performance turnaround.
• Assume full accountability for the property's P&L while on assignment: revenue, labor, expense control and monthly financial reporting, exactly as the permanent GM would carry it.
• Lead, coach and, where necessary, rebuild the on-property leadership team, including hiring and onboarding a new department head or General Manager to hand the hotel back to.
• Personally lead the new General Manager's development and training once hired, and assign an experienced mentor to support the transition beyond this individual's own time on site.
• Introduce every incoming General Manager to Lodging Dynamics' corporate operating procedures and property-level accounting practices, so they take over with a working knowledge of how the company runs.
• Maintain working proficiency in the property management systems used across the portfolio, with the ability to train property teams on them during a transition or task force assignment.
• Stabilize guest satisfaction scores, brand quality-assurance scores and team member engagement at properties identified as underperforming, with particular attention to Food & Beverage, Front Desk, Maintenance & Engineering, Sales and HR.
• Run day-to-day operations across every department – front office, housekeeping, food and beverage, sales and engineering – with the same standard of care expected of a permanent GM.
• Put strong training and development plans in place for hotel staff, and investigate and correct operational problems as they surface during a transition or assignment.
• Lead with an eye toward associate satisfaction and productivity, building a strong team member relations program and carrying the Lodging Dynamics culture into every property the assignment touches.
• Lead pre-opening and post-renovation reopening efforts on site: staffing, training, brand certification walk-throughs, and the first weeks of operation under new ownership, new flag, or post-construction conditions.
• Communicate directly and regularly with ownership during a task force assignment on property performance, timeline to a permanent GM hire, and any capital or staffing needs surfaced while on site.
• Document a clear handoff plan for the incoming permanent General Manager: open items, vendor relationships, staffing status and any commitments made to ownership or brand during the assignment.
• Take on additional projects as directed by senior operations leadership.

CROSS-FUNCTIONAL LEADERSHIP

• Build and maintain direct relationships with ownership groups as the face of Lodging Dynamics on capital, growth and task force matters.
• Work closely with Regional Directors of Operations, General Managers, and corporate finance to align capital plans, deal pipeline and task force deployments with property performance.
• Maintain a working knowledge of construction costs, market conditions and brand PIP cycles across every market the portfolio serves.
• Mentor General Managers and department heads across the portfolio, sharing standards and playbooks developed while on task force assignment.

Qualifications

REQUIRED

• 2+ years of experience in hotel capital projects, construction projects, or hospitality acquisitions/development, with direct P&L or budget accountability.
• Prior experience serving as a hotel General Manager, Assistant General Manager, or in a task force / interim GM capacity, with full ownership of a hotel P&L.
• Direct experience managing hotel renovations or PIPs under a major brand (Marriott and/or Hilton strongly preferred).
• Demonstrated experience leading due diligence or underwriting for hotel transactions or new management contracts.
• Strong financial acumen: comfortable building and defending a capital budget, a pro forma, a monthly P&L and an investment memo.
• Excellent relationship-building skills with ownership groups, brand representatives, architects and contractors.
• Ability and willingness to deploy on short notice and to relocate temporarily for task force assignments of varying length, including extended stretches away from home.
• Comfortable stepping directly into hands-on, day-to-day hotel leadership – this is an operator's role as much as a corporate one.

PREFERRED

• Existing relationships with Marriott and Hilton brand development or PIP teams.
• Background in both the construction/renovation side and the transactions/underwriting.
• A track record of turning around underperforming hotels or leading successful hotel openings.

Travel

• 100% travel required.
• Frequent travel across the portfolio for project site visits, acquisition due diligence and ownership meetings.
• Task force deployments may require living on site or near the property for the duration of the assignment, which can range from days to several months.
• Flexibility to respond to urgent property needs outside standard business hours during an active task force assignment or a critical phase of a capital project.

Physical Demands

• Climbing: Ascending or descending ladders, stairs, scaffolding, ramps, poles and the like, using feet and legs and/or hands and arms. Specifically, when the amount of climbing exceeds that needed for ordinary motion.
• Balancing: Maintaining body equilibrium to prevent falling and walking, standing or crouching on narrow, slippery, or erratically moving surfaces. Specifically, when the amount of balancing exceeds that needed for ordinary motion and maintenance of body equilibrium.
• Stooping: Bending body downward and forward by bending spine at the waist. Specifically, if it is to a considerable degree and requires full motion of the lower extremities and back muscles.
• Kneeling: Bending legs at knee to come to a rest on knee or knees.
• Crouching: Bending the body downward and forward by bending leg and spine.
• Crawling: Moving about on hands and knees or hands and feet.
• Reaching: Extending hand(s) and arm(s) in any direction.
• Standing: Particularly for sustained periods of time.
• Walking: Moving about on foot to accomplish tasks. Specifically, for long distances or moving from one work site to another often.
• Pushing: Using upper extremities to press against something with steady force in order to thrust forward, downward, or outward.
• Pulling: Using upper extremities to exert force in order to draw, haul, or tug objects in a sustained motion.
• Lifting: Raising objects from a lower to a higher position or moving objects horizontally from position-to-position. Specifically, if it occurs to a considerable degree and requires substantial use of upper extremities and back muscles.
• Grasping: Applying pressure to an object with the fingers and palm.
• Feeling: Perceiving attributes of objects, such as size, shape, temperature or texture by touching with skin, particularly that of fingertips.
• Talking: Expressing or exchanging ideas by means of the spoken word. Those activities in which they must convey detailed or important spoken instructions to other workers accurately, loudly, or quickly.
• Hearing: Perceiving the nature of sounds at normal speaking levels with or without correction. Ability to receive detailed information through oral communication and to make the discriminations in sound.
• Hands to Fingers: Picking, pinching, typing, or otherwise working, primarily with fingers rather than with the whole hand as in handling.
• Repetitive Motion: Substantial movements (motions) of the wrists, hands, and/or fingers.
• No special visual requirements.
• Close Vision: Clear vision at 20 inches or less. Required to perform an activity such as preparing and analyzing data, transcribing, viewing a computer terminal, extensive reading or visual inspections.
• Distance Vision: Clear vision at 20 feet or more. Required to perform an activity where the seeing job is arm's reach or beyond.
• Color Vision: Ability to identify and distinguish colors.
• Peripheral Vision: Ability to observe an area that can be seen up and down or to the left and right while eyes are fixed on a given point.
• Depth Perception: Ability to judge distances and spatial relationships (three-dimensional).
• Focus Ability: Ability to adjust the eye to bring an object into sharp focus.
• Sedentary Work: Work that involves primarily sitting, with occasional walking or standing for brief periods. Tasks may require handling small objects or operating standard office equipment. Typically requires the ability to lift or move up to 10 pounds occasionally.

Work Environment

• None: No exposure to adverse environmental conditions (typical office/administrative setting).

Disclaimer

This job description provides a general overview of the work performed, including the typical responsibilities and level of duties associated with this position. It should not be construed as an exhaustive list of tasks or obligations for any individual team member. This description does not alter the employment relationship between the Company and its team members.

The Essential Job Functions, Physical Requirements, and Work Environment characteristics outlined are intended to reflect the requirements needed to perform the essential functions of this role effectively. Management retains the authority to modify, adjust, or revoke job duties and responsibilities as needed, and to make reasonable accommodations to enable qualified team members to fulfill the essential functions of their roles.

The Company is an Equal Employment Opportunity (EEO) employer and is committed to providing a work environment free from discrimination and harassment. All employment decisions are made based on merit, qualifications, and business needs without regard to race, color, religion, sex, national origin, age, disability, sexual orientation, gender identity, or any other protected status/characteristic in accordance with applicable federal, state, and local laws.

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