FOR HOTEL & HOSPITALITY OPERATORS
Turn seasonality into a strength, not a scramble.
Fractional CFO, accounting, and analytics for hospitality operators running 1–20 properties. We make your RevPAR, your channel mix, and your cash runway impossible to ignore.
The questions that keep you up at night.
These are the problems our clients bring us. If any of them sound familiar, we should talk.
Occupancy
"We hit 92% in July and 41% in February. I have no idea how to plan around that."
Channel Mix
“OTA fees are eating us alive but I can't tell if direct bookings would actually replace the volume. "
Cash
"Every shoulder season I'm moving money between accounts and hoping. That's not a strategy."
Expansion
"We want to add property three. Nobody can tell me whether property two is actually ready to support it."
We don’t just advise. We build with you.
We augment the financial, analytical, and strategic capacity of your executive team. We lead projects and functional areas, and then we execute. Above all, we view ourselves as members of your team and take responsibility for delivering.
Constant communication
Weekly working sessions during your peak season, bi-weekly during shoulder months. We flex with your operational reality, not the other way around.
Always on
Available 24/7/365. When a pipe bursts on a Saturday or a group books out your entire property at 11pm, your finance team picks up the phone.
Data clarity
Our proprietary tooling pulls your PMS, channel manager, and accounting data into one view. Property-level P&L, RevPAR trends, and channel profitability — in hours, not at month-end.
WHAT TO EXPECT
Your first 90 days with Greenleaf
Three phases. Concrete outcomes. No ramp-up theater.
Month 1
Diagnostic
We rebuild property-level P&Ls, separate your channel economics, and benchmark RevPAR and occupancy against your market.
Goal: You see your true property-level profitability for the first time.
Month 2
Quick wins
Channel mix rebalancing, rate optimization on your highest-leverage periods, and cost cuts where peak-season staffing carried into slow months.
Goal: Working capital gets visible and stops feeling like a guess.
Month 3
Structural work
Capex planning for the next 12–24 months, financing strategy, and a monthly operating rhythm tied to your booking curve.
Goal: Every shoulder season stops feeling like a scramble.
Common questions
Everything you need to know before we talk.
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Both, plus B&Bs, boutique inns, and small resort operators. The common thread is owner-operators with 1–20 properties who've outgrown a bookkeeper but aren't ready for a full-time CFO. We don't currently work with large hotel chains or franchise operators, the value-add is highest for independent and small-group operators.
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Cleanly. Many hospitality operators have properties across LLCs, joint ventures, or partnership structures for tax and liability reasons. We build reporting at both the entity level (for tax and investor purposes) and the portfolio level (so you can actually manage the business). We coordinate with your tax advisor on structure questions.
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The first 30–45 days is diagnostic, we rebuild property-level P&Ls, benchmark your RevPAR and channel mix, and build a 12-month cash forecast that accounts for your seasonality. Most clients see meaningful decisions coming out of months two and three: channel reallocation, pricing adjustments, staffing changes, capex timing. Bigger moves like refinancing or adding a property take a quarter to model properly.