PROFESSIONALLY OPERATING HOTELS SINCE 1971 HOSPITALITY MANAGEMENT CORPORATION

Transcription

1 PROFESSIONALLY OPERATING HOTELS SINCE 1971 HOSPITALITY MANAGEMENT CORPORATION

2 CORPORATE INFORMATION HISTORY HMC was founded in 1971 as a third party operator of hotel and resort properties. The company has managed virtually every franchise affiliation and has operated in 41 different states. HMC provides a full array of hospitality industry services; each customized to its clients needs, including development, acquisition, repositioning, management and disposition of hospitality assets. SPECIALTIES SERVICES THE TEAM AWARD WINNERS We specialize in full service, limited service and extended stay assets catering to both the corporate and leisure markets throughout the United States. HMC is an approved operator of most major franchise brands as well as a proven operator of independent non-franchised assets. Utilizing time-tested and proven strategies developed through years of service as Operators, Developers and Advisors, HMC offers a diverse selection of services to asset owners, including: Property Management Asset Management Acquisition and Development Investment Return Analysis Risk Management Services Asset Disposition Sales and Marketing Technology Consulting Receivership Services HMC s staff consists of proven hospitality leaders possessing some of the best experience in the industry. HMC executives each have over 20 years industry specific experience and expertise operating hotel assets ranging from limited service to resort conference centers. HMC has received numerous industry and franchise awards recognizing its ability to produce superior guest service and financial results. CLIENT LIST HMC possesses a client list ranging from Fortune 500 companies to private individual owners. Many of our clients are multiple property owners that have been retained for years. SUPERIOR MANAGEMENT YIELDING SUPERIOR RESULTS

3 WHY HMC? EXPERIENCE/ STABILITY DEAL WITH PRINCIPALS NOT STAFF MEMBERS Based in Dallas since our inception in 1971, HMC is an established management company with long-term full service experience. HMC has successfully operated full and limited service, franchised and independent, hotels throughout the nation for over 40 years and has significant experience with hotel development, repositioning and renovation projects of virtually all sizes. With HMC you will get to deal with principals of the company, one on one regularly. HMC s owners personally oversee your asset, not just hourly staff members. We meet one on one with ownership to discuss their needs, our results, etc. We are full service, but not so large as to be inflexible or overly bureaucratic. AWARD WINNING HMC has been awarded honors of distinction from most all of the franchises we FRANCHISE operate. The majority of our Radisson properties consistently rank in the top ten RELATIONS of all Radisson s worldwide. Our Doubletree Hotel consistently scores a 96-98% on annual inspections with Hilton. Our Hilton Garden Inn is frequently rated in the top ten among HGI customers by Hilton s own feedback program. Honors such as these produce profits for property owners. Our relationship with the major franchises allows us to assist our owners during franchise contract and PIP negotiations, and we have been able to obtain concessions for owners that they cannot get on their own. YIELD MANAGEMENT PROGRAMS SALES TRAINING SALES ACCOUNTABILITY RISK REDUCTION HMC s yield management programs ensure that each property is maximizing its full potential for revenue generation. Far too many of our competitors fail in this area and leave valuable dollars on the table. By managing the hotel s demand, every opportunity is taken to maximize revenues. HMC sponsors three phases of sales training each year. Unlike many companies, we also require our general managers to attend sales training. Additionally, we have programs in place for front office up-selling and closure of reservations including Transient Edge training and GIRT training. At HMC, we believe everybody is a sales asset for your property. Once trained sales staffs need to be held accountable for production. HMC has an extensive program to measure results on an individual basis, daily, weekly and monthly. Accountability equals production. HMC has the ability to place your asset under our master insurance program that provides extensive coverage at an extremely competitive price, usually unavailable to small asset owners. HMC also has a full risk management program to limit the owner s liability related to the physical plant, guests, and staff. SUPERIOR MANAGEMENT YIELDING SUPERIOR RESULTS

4 SERVICES DAILY OPERATIONS Establishment of internal controls to safeguard assets and maximize profits Preparation of detailed business plans with close monitoring to ensure execution Development of business plan and focused management plan Active participation by HMC executives in the day-to-day operation Maximization of food & beverage profits through menu development & expense control Generation of cost savings through national purchasing agreements Reduction of health insurance costs and increased coverage through corporate group plans Institute labor management program to maximize productivity without eroding guest services Installation and monitoring of payroll control programs Institution of preventative maintenance program to maximize life of equipment and property Development of energy maintenance program to maximize efficiency Conduct annual operational and internal control review PROPERTY ACQUISITION AND DEVELOPMENT Full due diligence Construction and renovation management including design assistance Franchise affiliation including evaluations and agreements ASSET MANAGEMENT Property review on site inspection services asset condition analysis franchise compliance Attend property management meetings for policy review and operational standards compliance Recommendations regarding yield management, capital improvements, franchise standards Full reporting to client as to findings TAKEOVER SERVICES Evaluation of owner's goals and objectives Immediately secure and stabilize complete asset including hotel staff Inventories of all physical assets including FF&E, silver, glass, china, and expendables Analysis of cash position upon takeover Identification of capital investment requirements RECEIVERSHIP SERVICES Seasoned and experienced receiver specialists HMC advises and oversees receiver services and assists with court ordered services including: - Contract and service provider agreements - Bank and court reporting requirements - Revenue and market share maximization - Brand and franchise solutions, computer systems, insurance needs, etc. Other services required to maximize the potential of the asset while protecting current property SUPERIOR MANAGEMENT YIELDING SUPERIOR RESULTS

5 SERVICES - CONTINUED SALES AND MARKETING EXPERTISE Preparation of specific and customized marketing plan to maximize opportunities Closely monitor marketing plan execution and accountability Identification and development of cost effective advertising campaigns Establishment of individual sales responsibilities Implementation of tracking system to measure results and reward accomplishments Development of directed sales efforts targeting off-peak periods Utilization of franchise services to increase hotel sales Solicitation of national tour business provided on a commission basis Provide on-going, market specific sales training to maximize results HUMAN RESOURCES Implementation of employee training and motivational programs Communication of key goals and objectives with all management staff Acquisition of wage survey to establish competitive wages and benefits by market Provide recurrent training for established employees Creation of esprit de corps among key department heads and all employees RISK MANAGEMENT SERVICES Implementation of employee safety program Establishment of fire and disaster safety programs Provide risk aversion by serving as employer and acquiring liquor licenses FINANCIAL SERVICES Timely delivery of detailed monthly financial reports Preparation of accurate monthly operational and cash forecasting Development of detailed operating and capital budgets Financial management consulting services Investment analysis services DISPOSITION Disposition including legal counsel, closing and post closing accounting SUPERIOR MANAGEMENT YIELDING SUPERIOR RESULTS

6 AWARDS CHAIRMAN S AWARD FOR QUALITY 2005 Days Inn Worldwide, Inc. Days Inn Irving, Irving, TX QUALITY EXCELLENCE AWARD 2004, 2006 Intercontinental Hotels Group Holiday Inn Brownwood, Brownwood, TX QUALITY EXCELLENCE AWARD 2005, 2006 Intercontinental Hotels Group Holiday Inn Express, Pharr, TX PRESIDENT S CHOICE AWARD 2004, 2005 Radisson Hotels and Resorts Radisson Hotel DFW South, Irving, TX Radisson Penn Harris, Camp Hill, PA RENOVATION OF THE YEAR AWARD 2006 Radisson Hotels and Resorts Radisson Hotel DFW South, Irving, TX PRESIDENT S CHOICE AWARD 2002, 2003, Radisson Hotels and Resorts 2004, 2005 Radisson Penn Harris, Camp Hill, PA QUALITY EXCELLENCE AWARD Continents Hotels Holiday Inn Select Love Field, Dallas, TX TOP 100 HOTEL MANAGEMENT COMPANIES Hotel & Motel Management Business magazine QUALITY EXCELLENCE AWARD 1998, Continents Hotels Holiday Inn Venice, Venice, FL QUALITY EXCELLENCE AWARD 2000 Bass Hotels & Resorts Holiday Inn Select Love Field, Dallas, TX Holiday Inn Venice, Venice, FL BEST RENOVATION 2000 Doubletree Hotels & Resorts Doubletree Club Park Central, Dallas, TX DIRECTOR S AWARD FOR EXCELLENCE 1998 Best Western International Best Western Landmark, Denver, CO TOP 100 MANAGEMENT COMPANIES 2008 Hotel & Motel Management Business magazine TOP 50 MANAGEMENT COMPANIES 2008Lodging Hospitality Magazine SUPERIOR MANAGEMENT YIELDING SUPERIOR RESULTS

7 AWARDS - CONTINUED TOP 40 THIRD PARTY MANAGEMENT COMPANIES Hotel & Motel Management Business magazine AAA 4 DIAMOND AWARD 2011 & 2012 Astor Crowne Plaza New Orleans, LA MEDIUM EMPLOYER OF THE YEAR State of Texas Holiday Inn Austin Midtown SUPERIOR MANAGEMENT YIELDING SUPERIOR RESULTS

8 CURRENT AND PAST MANAGEMENT CURRENT MANAGEMENT Astor Crowne Plaza, New Orleans, LA Candlewood Suites, Owasso, OK Best Western Plus, Galveston, TX Crowne Plaza Hotel, Lafayette, LA Fredericksburg Inn, Fredericksburg, TX Hampton Inn, Waxahachie, TX Hawthorn Inn & Suites, El Paso, TX Hawthorn Inn & Suites, Lubbock, TX Hawthorn Suites, Omaha, NE Holiday Inn Garland, Garland, TX PAST MANAGEMENT Albuquerque Convention Center Hotel, Albuquerque, NM Best Western Landmark - Denver, CO Candlewood Suites Encino Commons, San Antonio, TX Candlewood Suites 410W, San Antonio, TX Caribbean Gulf Hotel - Clearwater, FL Clarion Hotel - Denver, CO Clarion Hotel Airport Wichita, KS Crowne Plaza Hotel, Oklahoma City, OK Crowne Plaza Old Mill, Omaha, NE Columbia Inn - Columbia, MD Davenport Hotel - Spokane, WA Days Inn DFW North, Irving, TX Days Inn - Fort Lauderdale, FL Days Inn - New Orleans, LA Del Lago Resort & Conf Center - Lake Conroe, TX Don CeSar Resort - St. Petersburg, FL Doubletree Club Hotel, Dallas, TX Executive Inn - Stillwater, OK Fayetteville Inn, Fayetteville, NC Fort Lauderdale Hilton, Fort Lauderdale, FL Glade Springs Resort - Daniels, WV Governors Court Hotel - Denver, CO Grande Butte Resort - Mt. Crested Butte, CO Green Oaks Hotels, Fort Worth, TX Greenwood Inn - Dallas, TX Hawthorn Suites, Oklahoma City, OK Hilton Inn - Melbourne, FL Hilton Inn - Sioux City, IA Hilton Inn - Asheville, NC Hilton Inn - Oklahoma City, OK Hilton Inn - Knoxville, TN Hilton Inn - Amarillo, TX Hilton Garden Inn, Tulsa, OK Holiday Inn - Atlanta, GA Holiday Inn, Addison, TX Holiday Inn Austin Midtown, Austin, TX Holiday Inn, Denton, TX Holiday Inn Select Love Field, Dallas, TX Holiday Inn Select Cherry Creek, Denver, CO Holiday Inn Express, Pharr, Texas Holiday Inn Jonesboro, Jonesboro, TX Holiday Inn Express Austin-North, Austin, TX Holiday Inn Express Sherman, Sherman, TX La Quinta Inn & Suites, Paris, TX LaQuinta North, Lubbock, TX LaQuinta, Olathe, KS Microtel San Angelo, San Angelo, TX Oberlin Inn, Oberlin, OH Radisson Penn Harris, Harrisburg, PA Sheraton Hotel Hershey, Harrisburg, PA The Paseo Club, Valencia, CA Holiday Inn Fort Worth, Fort Worth, TX Holiday Inn Salado, Salado, Texas Holiday Inn Express, Sweetwater, TX Holiday Inn Sea World, San Antonio, TX Holiday Inn Venice, Venice, FL La Quinta - Denton, TX Las Palmas Inn - Orlando, FL Lighthouse Inn at Aransas Bay, Rockport, TX Park Inn Love Field, Dallas, TX Park Inn Airport, Tulsa, OK Pioneer Hotel - Tucson, AZ Port Royal Condo Resort - Mustang Island, TX Quality Inn - New Port Richey, FL Radisson Amarillo, Amarillo, TX Radisson DFW South, Irving, TX Radisson Hotel Spartanburg, Spartanburg, SC Ramada Inn - Dillon, CO Ramada Inn - Tampa, FL Ramada Inn - Atlanta, GA Ramada Inn - Charlottesville, VA Santa Maria Hotel - Key West, FL Saratoga Hotel Orlando, FL Sheraton by the Sea Jekyll Island, GA Sheraton Center Hotel - Charlotte, NC Sheraton Madison, Madison, MS* Sheraton Hotel, Rogers, AR Sheraton Hotel - Shreveport, LA Sheraton Inn -Ventura, CA Sheraton Inn - Dallas, TX Sheraton Inn - El Paso, TX Sheraton Miramar - Fort Walton Beach, FL Sonesta Beach Resort - Orlando, FL Staybridge Suites, San Antonio, TX Velvet Cloak Inn - Raleigh, NC Venture Inn - Hilton Head, SC Wade Hampton Hotel - Columbia, SC Wichita Royale Hotel - Wichita, KS SUPERIOR MANAGEMENT YIELDING SUPERIOR RESULTS

9 CASE STUDY ASTOR CROWNE PLAZA FRENCH QUARTER NEW ORLEANS, LOUISIANA Initial Condition of Asset at time of Transition over to HMC s Management: December 2008 Hotel Personnel at Time of Transition -The line staff and management team had been cut to an unreasonable level resulting in a failed service culture -Moral was at an all time low due to staffing reductions and lack of support from the previous management company -Staff retention among the executive committee and upper management was solid but the associate staff was experiencing constant turn over Comp Set and Penetration at Time of Transition -Market Penetration in all three disciplines (Occ, ADR, RevPAR) fell substantially below comp set performance with a YTD RevPar Index of 67.3% at transition. Hotel Market Performance at Time of Transition -Occupancy YTD at transition was 46.8% which was 19% below the comp set and 12% below the Upscale Tract for the market -ADR YTD at transition was $ which was $8.80 below the comp set and $22.59 below the Upscale Tract for the market -RevPAR YTD at transition was $61.20 which was $29.70 below the comp set and $25.44 below the Upscale Tract for the market. Brand Citizenship at Time of Transition -The hotel was in default with Crowne Plaza due to consistently low Overall Satisfaction Index (OSAT) scores from the hotel s guests surveys -Meeting Satisfaction Tracking System (MSTS) score in December 2008 ranked the hotel 121st out of 135 Crowne Plazas across the Americas from the hotel s meeting planners Hotel Web Site at Time of Transition -Web site was not current and needed updating -Website maintenance and marketing was being handled by 3 different vendors -Web site optimization needed to improve the sites visibility and lift in search engines -The site was producing minimal revenues for the hotel at the time of transition SUPERIOR MANAGEMENT YIELDING SUPERIOR RESULTS

10 CASE STUDY - Continued Strategy for Turnaround Opening management team was upgraded with a new general manager hired by HMC to rebuild the management and line staff teams. Staffing guides needed to be reviewed and hiring was to commence for key middle management positions that were eliminated by previous management company. Incentive programs for all departments needed to be created and implemented to improve guest service and associate moral. Introduced comprehensive sales & marketing plan and implemented strategies to regain group and transient fair share. Established a new partnership with IHG Crowne Plaza Brand Support Sales strategies put in place regarding local and national corporate transient accounts Immediate focus on previous OSAT surveys to determine proper training direction for all associates with the intent to improve hotels scores and guest experience. Revamped accounting team with immediate focus on accounts receivable uncollectable backlog and demonstrated success by collecting $280K that was previously written off Introduce Hospitality E- Business Strategies to consolidate hotel s vanity website direction and marketing to improve the hotel s e-commerce efforts Results Improved the hotel s occupancy by 39.2% while lifting the hotel s ADR by 8.5% Grew the Astor s RevPAR by 51.7% STAR Performance, from 2009 to 2011, the occupancy index grew 24.3 and RevPAR Growth Index (RGI) grew by 24.7%. This performance was versus a comp set including luxury brands of Intercontinental, JW Marriott and Westin properties In three years the rooms revenue increased by $7.6M, which represented a 47.7% revenue achievement Overall hotel revenue increased by 43.9% or $9.0M Meeting Satisfaction Score (the Crowne Plaza s MSTS score) went from being ranked 135 th to being in the top fifty of the Crowne Plaza Brand Overall Hotel Guest Satisfaction with the Crowne Plaza Brand went from a rolling twelve month score of 79.5 or failure to commendable status of in March of In March the rating system changed for the Crowne Plaza Brand to Heart Beat which at the time of this report evaluation standards had not been established In February 2011 the hotel achieved a AAA 4-Diamond designation being raised from the previous 3-Diamond rating. IHG acknowledgements include #1 in the MSTS Ranking in January 2010 and in August For 2010 the hotel was #1 in the Americas for Priority Club Enrollments. SUPERIOR MANAGEMENT YIELDING SUPERIOR RESULTS

11 CASE STUDY - Continued The hotel ended 2008 with an I.B.F.C. of $5.9M as compared to $12.5M in 2011 Collected over $280K in uncollectable debt within first year of transition Vanity website re-optimized improving visibility and revenues for the site. Paid search campaigns were expanded to compliment the brand s marketing efforts. Physical site improvements included an interactive calendar of events, taxi/limo reservation option, package page revamped for easier online booking, a detail guest accommodations page was added and a green initiatives page. The vanity site s room revenues at transition were $225K for In 2011 this same site produced $596K ASTOR CROWNE PLAZA FRENCH QUARTER NEW ORLEANS, LOUISIANA Charts/Statistic SUPERIOR MANAGEMENT YIELDING SUPERIOR RESULTS

12 CASE STUDY - Continued SUPERIOR MANAGEMENT YIELDING SUPERIOR RESULTS

13 CASE STUDY - Continued SUPERIOR MANAGEMENT YIELDING SUPERIOR RESULTS

14 PRINCIPALS LEO E. SPRIGGS, PRESIDENT/CHIEF EXECUTIVE OFFICER As President and Chief Executive Officer of Hospitality Management Corporation, Leo E. Spriggs is responsible for developing business relations to expand HMC's portfolio of managed properties, and assisting each owner of an HMC managed property in achieving their investment objectives. In addition, he oversees the business daily operations of each of HMC's managed properties and coordinates all communications between HMC and each property owner. Mr. Spriggs has over 25 years of experience in new hotel openings, renovations, market repositioning, franchise changes and ongoing hotel operations. Over that time he has supervised lodging facilities ranging from 22 to 700 rooms in locations throughout the continental United States. Immediately prior to his current position with HMC, Mr. Spriggs served as Vice President of Operations with Metro Hotels Corporation where he was in charge of 14 full service hotels. Before joining Metro Hotel Corporation, Mr. Spriggs held the positions of Vice President-Operations and Vice President-Food and Beverage where he supervised the operations of numerous upper mid market full service hotels, as well as luxury four and five star resorts. BILL SULLIVAN, EXECUTIVE VICE PRESIDENT/CHIEF FINANCIAL OFFICER Bill Sullivan, as Chief Financial Officer, is responsible for the complete financial activities of HMC including the procurement and administration of all corporate and property group insurance programs, retirement benefit programs, loss prevention systems, and liquor licenses. Additionally, Mr. Sullivan s responsibilities include federal and state tax administration/reporting, attorney relationships, lease negotiations, banking relationships and corporate financing arrangements. Mr. Sullivan assists with developing new client relationships and facilitates the development process by acting as the chief financial liaison to the property owners during the evaluation of prospective acquisitions. Mr. Sullivan also serves as HMC s Director of Information Systems and is directly involved in the selection and installation of new telecommunication systems, local area networks, property management systems and other information systems. Mr. Sullivan possesses an extensive and diverse background with over 18 years of hospitality industry experience as a financial professional. Prior to joining HMC he spent 13 years with Metro Hotels in a variety of corporate and property positions. Most recently he served as Vice President of Property Accounting where he was responsible for the financial operation of 16 hotels and over $80 million in total revenues. Prior to that, Mr. Sullivan held various regional and management positions in the hospitality industry. SUPERIOR MANAGEMENT YIELDING SUPERIOR RESULTS

15 DANIEL J. KILLIAN, EXECUTIVE VICE PRESIDENT ACCOUNTING Daniel Killian, as Executive Vice President Accounting, is responsible for the comprehensive financial reporting package completed for all HMC managed properties. In addition to reviewing and overseeing the monthly, quarterly, and annual reporting, inclusive of variance analysis, to owners and lenders, Mr. Killian directs the preparation of all annual budgets, along with analysis of monthly and quarterly forecast of future operating results and cash management. He also is responsible for the procurement and maintenance of all bank account activity, credit card processing, payroll processing, sales/occupancy/payroll tax reporting, licenses, permits, equipment leases, and maintenance contracts for all managed and newly acquired properties. Mr. Killian visits each hotel to conduct a detailed inspection of the physical property, as well as to coordinate the performance of the accounting internal control audit program. This includes a thorough examination of all accounting practices and documentation, as well as the procedures for all departments that impact the profitability of each hotel s operation. During his 19 years experience in the hospitality industry, Mr. Killian has served in a diverse range of positions from the service level to the management level. Prior to joining HMC, Mr. Killian spent 9 years with Metro Hotels, most recently as the Corporate Director of Hotel Accounting overseeing the centralized accounting operations for 9 hotels within their portfolio. OFFICERS KEN STONE, VICE PRESIDENT SALES & MARKETING Ken is the Vice President of Sales and Marketing, for the Hospitality Management Corporation (HMC). In his current role, Ken is accountable for all sales and marketing activities throughout the HMC portfolio of properties where he directs the day-to-day business of driving top-line revenues. This includes increasing market share along with delivering positive financial results for the owners of all HMC managed hotels by developing successful sales and marketing efforts at each property. A 23 year veteran of the hospitality industry, Ken joined HMC in February 2011 after spending 7 years with InterContinental Hotels Group Corporate Managed Hotels Division, as their Regional Director of Sales and Marketing. Within this role he was a consistent top performer over a total of 56 hotels, throughout the United States, encompassing numerous brands including Crowne Plaza, Hotel Indigo, Holiday Inn, Harvey Hotels, Staybridge, and Candlewood Suites. Prior to IHG, Ken was a Regional Director of Sales and Marketing for Wyndham International and Sunburst Hospitality. Ken began his hospitality sales career with Marriott which later led to numerous opportunities including: Renaissance, Sheraton, Best Western, Choice Hotels, Wyndham International, and Intercontinental Hotels. SUPERIOR MANAGEMENT YIELDING SUPERIOR RESULTS

16 JANE UNDERWOOD, DIRECTOR OF HUMAN RESOURCES Jane Underwood is responsible for the efficient administration and management of the Human Resources function at the HMC Corporate office and at each of HMC s managed properties. This includes overseeing property Human Resources Administrators, recruiting, training and orientation, employee database maintenance, wage/benefit administration, compliance with statutory requirements, participation in property transitions and new hotel openings, and the execution of employee relation activities, in order to provide each property with the personnel, guidance and support necessary to achieve their customer service and business objectives. Jane brings over fifteen years of diverse experience in the hospitality industry. Prior to joining the HMC team, Jane provided administrative support to the Chief Operating Officer of Metro Hotels for over three years, and for the five years prior to that was Executive Office Manager at the Hilton DFW Lakes Executive Conference Center in Grapevine, TX. During her tenure at the property level, Jane interfaced with all levels of hotel management and served as Chairperson of the Employee Council, representing the employees at Executive Committee meetings, voicing their concerns and suggestions. To further her human resources development and education, Jane periodically attends human resources seminars and holds a certificate of completion in the Fundamentals of Human Resources Management from the Society for Human Resources Management (SHRM). GERALD MORRIS, DIRECTOR OF OPERATIONS Gerald Morris, is responsible for the operations oversight of HMC's hotel's. This includes ensuring tight cost controls in all areas of a hotel's operation, assisting the hotel team in forecasting future revenues and expenses for ownership, regular guidance and direction in developing strategies to improve customer service, reviewing financial results and expectations, team training and employee motivational. In addition, Gerald visits each of his properties on a regular basis, conducting sales meetings and detailed property inspections. He also oversees capital/renovation projects and will work with ownership and hotel management in directing these projects. Gerald has done an excellent job as General Manager of the Radisson Penn Harris hotel for the last three years. He transferred to the Radisson from the Sheraton Harrisburg Hershey, also an HMC managed property. Prior to that, Gerald worked in operations for Wyndham International, Marriott Corporation, Interstate Hotels, GF Management, and Holiday Inn Hotels. SUPERIOR MANAGEMENT YIELDING SUPERIOR RESULTS

17 TOM DICKERT, REGIONAL DIRECTOR OF OPERATIONS Tom Dickert began his hospitality career while attending the University of Wisconsin-Eau Claire. Tom learned the business from the bottom up beginning as a bartender and eventually holding positions as: waiter, restaurant manager, F&B Director, Assistant Manager, General Manager, and Regional Director of Operations. Tom has over twenty five years experience in the hotel industry, which includes management of Sheraton, Best Western, and Holiday Inns in Illinois before he was transferred to Pennsylvania with HMC to manage the Radisson Penn Harris Hotel & Convention Center in HMC promoted Tom to General Manager of the Sheraton Harrisburg- Hershey and Regional Director of Operations in January of Tom and his wife, Barb, have one son and live in the Harrisburg, PA, area. BOB JONES, DIRECTOR OF DEVELOPMENT Bob Jones is the Director of Development for the Hospitality Management Corporation. In his current role, Mr. Jones is responsible for developing new relationships with hotel owners, investment groups, and banks to expand the portfolio of properties for Hospitality Management. Mr. Jones also interfaces with the various flags to expand Hospitality Management s presence in the market place. Mr. Jones brings 37 years of sales experience to Hospitality Management. His career began in consumer product sales and management and expanded to the computer industry selling various computer products to multiple markets, including hospitality. Prior to joining Hospitality Management Corporation, Mr. Jones was the Senior Account Executive, Channel Sales, for a major international computer peripherals company whose products are used in the hospitality industry. ROSE MARIE HARRIS, CORPORATE DIRECTOR OF SALES Rose Marie Harris began working with HMC as Director of Sales & Marketing at the 300-room Green Oaks Hotel in Fort Worth, TX, and since 2008 has assumed the role of interim Director of Sales/Marketing and General Manager at HMC properties. She was named to her current position in January of She has a BA in Business Administration and Hotel Management, and corporate-level, multi-property sales management experience. In addition, she has held several Director of Sales positions at full-service properties; General Manager at full-service and select-service properties; and also has F & B Director experience. SUPERIOR MANAGEMENT YIELDING SUPERIOR RESULTS

18 LIBBY SHAW, CORPORATE EXECUTIVE ASSISTANT Libby Shaw is responsible for the administration of several functions at the HMC Corporate office. This includes responsibility for compiling and producing all monthly financial reports and annual financial plans, and production of marketing plans and sales reports for hotels in HMC s portfolio. In addition, she is responsible for the production of HMC s property level policy and procedures manuals, procurement of corporate office equipment and supplies, producing HMC s quarterly newsletter updates HMC s website, issues press releases, and event planning for HMC sales conferences and training. Libby has been in the hotel industry since 2005, with a degree in Hospitality, Travel, and Tourism. She was previously the General Manager for two years, at the Days Inn DFW North, which was managed by HMC. SUPERIOR MANAGEMENT YIELDING SUPERIOR RESULTS

19 REFERENCES - CLIENT Ken Beall Bridge Partners Hilton Garden Inn, Tulsa, OK 5 San Joaquin Plaza Radisson Inn, Tulsa, OK Suite 320 Radisson Inn, Amarillo, TX Newport Beach, CA (949) (949) Facsimile Steve Klein Penn Lodge Partners, L.P. Radisson Penn Harris, Harrisburg, PA 2950 Buskirk Avenue # 312 Sheraton Harrisburg Hershey Walnut Creek, CA Harrisburg, PA (925) (925) Facsimile Pat Gallagher PRG Ventures Holiday Inn Express North Austin, TX E. Diamond Rim Dr. Scottsdale, AZ (480) Jim Goldston City Bank Holiday Inn Fort Worth, TX 771 E. Hwy 80, Suite 100 Forney, TX (972) Randy Box Box Interests Inc. Fredericksburg Inn & Suites 1333 W. McDermott, Suite 200 Fredericksburg, TX Allen, TX (469) (214) Facsimile Ronnie Kole Garrison Investment Group The Hotel Acadiana, Lafayette, LA 100 Twisted Oak Circle Lafayette, LA Ron Watts Oberlin College Oberlin Inn, Oberlin, OH 173 West Lorain Street Oberlin, OH (440) ext. 355 (440) Facsimile Jeff Row Centerline Capital Group Holiday Inn Express, San Antonio, TX 5221 N. O Connor Blvd. Comfort Inn & Suites, San Antonio, TX Suite 600 Comfort Inn & Suites, Flowood, MS Irving, TX (972) (972) Facsimile SUPERIOR MANAGEMENT YIELDING SUPERIOR RESULTS

20 REFERENCES - INDUSTRY Mike Cowell Radisson Hotels & Resorts Vice President 982 S. York Street Development Denver, CO (469) Jared Meabon Wyndham Hotel Development Director of Hotel 2239 Pinoak Knolls Development San Antonio, TX (210) Greg Aden InterContinental Hotels Group Regional Director 2300 Creekridge Drive Franchise Sales McKinney, TX & Development (972) Gary Mills Vice President Hunter Hotels 4440 Mendenhall Drive Dallas, TX (214) Charles Broun InterContinental Hotel Group Vice President Three Ravina Drive Franchise Operations Suite 100 Atlanta, GA (770) Rob Barber RTB Capital Consultants, LLC Hospitality Consultant 1160 Island Shore Ln, Apt. 106 Heathrow, FL Howard Tennant Best Western Regional Director 6201 N. 24 th Parkway of Operations Phoenix, AZ (602) Ziad Gharb La Quinta Management L.L.C. Director of 909 Hidden Ridge Franchise Services Irving, TX (214) SUPERIOR MANAGEMENT YIELDING SUPERIOR RESULTS

21 CONTACT INFORMATION ADDRESS Hospitality Management Corporation Preston Road Suite 710 Dallas, TX TELEPHONE (972) FACSIMILE (972) WEBSITE General Information Leo Spriggs Bill Sullivan Daniel Killian Ken Stone Gerald Morris Jane Underwood SUPERIOR MANAGEMENT YIELDING SUPERIOR RESULTS