David Mansbach

Managing Director

David  Mansbach

With over two decades within the hospitality industry as a consultant, investor and in hotel and restaurant operations, David’s experience is diverse. He graduated from the University of Hartford and started his career in sales & marketing at The Plaza Hotel in New York before embarking upon a career in hospitality consulting. A frequent lecturer on industry related issues, David has written more than 100 articles on the topics of executive selection, pay-for-performance, corporate governance and executive leadership. He is currently conducting a study surrounding the art and science of succession planning within the hospitality industry.

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Insights by David Mansbach (9)

Adjusting Asset Management Staffing Strategies

The hotel industry faces an extraordinary challenge today: how to operate a hotel in the "new normal." With the near future so cloudy, it is close to impossible to effectively set accurate property and company forecasts; at this time occupancies and revenue per available room numbers are at painfully inadequate levels.

The Long-Term Incentive Dilemma Of Asset-Management Pay

The economic impact of COVID-19 has devastated the hotel industry in myriad ways, from sinking revenues to company restructurings. Hilton announced in June that it was laying off 2,100 employees, about 22% of its corporate staff.

Human Capital And The Current State Within the Hotel Asset Management Community

Regardless of where we are in the hotel cycle, the importance of high-performing asset management is critical to the success of any hotel owner. Over the last 20 years I have had the pleasure to work closely with this community assisting clients, such as public REITS and private equity groups, recruit high-performing executives, allowing owners to maximize value for their hotel property and/or portfolio.

Board Diversity Within The Lodging Industry – Moving Away From Ordinary Thinking

Results from a recent gender diversity study I conducted for the lodging industry indicate that of the 238 board seats available among the 28 U.S. lodging companies, only 51 were occupied by women (21%), a woefully low number.

The Broken Record Discussion – Boardroom Diversity Within The Restaurant Industry

Participating in countless client board meetings, I can say with confidence that gender diversity within the boardroom leads to first-rate ideation and collaboration. In addition, credible studies conducted by the likes of Boston Consulting Group and McKinsey & Company prove out a strong correlation between a board comprised of a larger female presence and superior results in the boardroom.
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