Four formal advisory roles in hospitality technology. The portfolio is curated; positions are taken only where there is genuine strategic alignment.
Active advisory positions.
AI-native hospitality startup. Advisory board role spanning go-to-market design, commercial strategy, and operator-side product perspective.
Established hospitality SaaS company. GTM Strategic Advisor focused on EU expansion and partnerships.
Revenue management SaaS for independent hotels. Advisory board role with focus on product direction and industry trends.
Operations and facilities management SaaS for hotels. Advisory board role with focus on product feedback and GTM perspective.
Paid consultations for venture capital, private equity, and corporate investors evaluating the hospitality technology sector.
30 to 60 minute consultations for due diligence on specific companies, sector orientation, or stress-testing a thesis.
Multi-week engagements supporting investors through a specific transaction. Stack assessment, GTM evaluation, and operator-side perspective.
Longer-term relationships with funds developing a thesis in the sector. Quarterly cadence with ad-hoc availability.
Holding both client engagements and advisory positions creates an obvious conflict surface. The conflicts are managed explicitly.
Where an advisory company's product may be relevant to a client engagement, the relationship is disclosed at the outset.
Client confidential information is never shared with advisory companies. Advisory company confidential information is never shared with clients.
When advisory companies are in a competitive evaluation set, they are scored against the same rubric as every other vendor.
Either side can end the relationship if the conflict cannot be honestly managed.