Operating evidence, interpreted in context
Hotel & Restaurant Operating Performance
Operating results do not explain themselves. Occupancy, covers, average check, mix, labor deployment, purchasing, fixed costs, service standards, and management decisions interact differently across hospitality businesses. Mr. Gorodesky connects those operating realities to the financial record and the issues in dispute.
Questions the analysis addresses
From the claim to the operating evidence.
- Were the operating assumptions achievable at the location and scale involved?
- Did management decisions, capitalization, or cost controls contribute to performance?
- Are benchmark comparisons truly comparable?
- Does the contemporaneous operating record support the position being advanced?
Scope of review
Analysis built to be understood and tested.
Revenue drivers and capacity
Labor and departmental productivity
Food, beverage, and operating costs
Property-level and enterprise P&L
Benchmark selection and comparability
Management execution and operating controls
Representative matter types
Relevant across the life cycle of a hospitality business.
40+Years in hospitality
30+Years in litigation support
150+Matters retained
12+Matters involving testimony
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