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Available in the reporting web edition
These working companion sheets are built directly into the Hotel Financial Reporting reader.
Appendix A
Appendix A is the cross-book terminology control. It does not replace the licensed USALI 12 text, property policy, management agreement, local law, accounting standards, tax rules, lender definitions, or legal advice. It shows where a term is primarily owned, what decision it can distort, and which control should follow when the meaning is uncertain or has changed.
Open web companion →Appendix B
Appendix B consolidates the core formulas and formula rules used across the revised book. The formula is only the arithmetic shell. Every KPI still requires a business question, controlled numerator, controlled denominator, period, reporting basis, source owner, comparator, companion measure, and permitted-use decision.
Open web companion →Appendix C
Appendix C protects the reader from applying a correct definition or formula to the wrong business model. Use it before comparing hotels, importing a portfolio target, interpreting an external benchmark, judging an apparent outlier, or transferring a chapter example to a different asset.
Open web companion →Appendix D
Appendix D records the differences between the USALI management view and the local or external reporting bases that affect the same hotel. It is a controlled bridge, not a country guide. The hotel should populate the log from current law, contracts, accounting policy, tax advice, lender documents, and approved owner reporting requirements.
Open web companion →Appendix E
Appendix E helps the reader move from a statement line to the supporting schedule, source evidence, decision, and verification boundary. The schedule labels below are navigation labels used by this companion. Exact official titles, line descriptions, inclusions, exclusions, and account-level treatment must be confirmed against the licensed USALI 12 text and the property's approved policies and agreements.
Open web companion →Appendix F
Appendix F is the controlled teaching dataset used to connect the revised final case to the schedules, statistics, KPI release decisions, owner bridge, forecast treatment, and closure evidence. The figures are rounded and illustrative. They describe one monthly case and must not be treated as universal operating targets.
Open web companion →Appendix G
Appendix G contains reusable forms, not another explanation of Chapters 37-39. Complete the relevant form only after the statement, supporting schedule, statistic, KPI use status, and comparison basis have been controlled. A blank field is a visible evidence gap; do not replace it with unsupported certainty.
Open web companion →Appendix H
Appendix H merges the workbook architecture and digital-companion register into one controlled guide. The companion may be delivered as one master workbook or as linked modules. The published book should refer to stable module names, not fragile cell addresses. The final release must document the files actually delivered.
Open web companion →Appendix I
Appendix I is a printable assessment instrument for self-study, hotel training, consulting, or formal instruction. It does not repeat the HOTS explanations in the chapters and Part VIII closeout. It scores whether the reader can produce a controlled management output that another person can use and defend.
Open web companion →Books & Decision Guides
The public page explains each resource. Purchaser-only files and tools remain protected until the matching purchase or entitlement is verified.
Decision Guide · 13-Week Cash Flow for Hotels · Decision Guide companion
Template for your own testing
Decision Guide · 13-Week Cash Flow for Hotels · Decision Guide companion
Download and read this template along with guide. You can test and edit the numbers for your own hotel too.
Book · From Finance Manager to CFO · Book companion · 20 tools
The book's primary companion: 20 practical tools covering readiness assessment, competency evidence, development planning, operational learning, business partnering, growth, cost and productivity, forecasting, investment, management agreements, cash, ERP benefits, governance, crisis response, team capability, succession, multi-property responsibility, board recommendations, interview evidence, and the first 90 days.
Book · Hotel Budgeting and Forecasting in Practice · Chapter 1
Establish the budget agreement before detailed schedules begin: diagnose likely failure points, assign assumption ownership, lock source data, document approvals, and prepare the first controlled forecast handoff.
Book · Hotel Budgeting and Forecasting in Practice · Chapter 1
From Annual File to Management Agreement
Book · Hotel Budgeting and Forecasting in Practice · Chapter 2
Map the connected budget layers, source-to-driver relationships, ownership, ripple effects, and architecture readiness before detailed schedules are built.
Book · Hotel Budgeting and Forecasting in Practice · Chapter 3
Convert the approved budget architecture into a controlled annual process covering the calendar, responsibilities, source locks, assumptions, versions, approvals, and forecast rhythm.
Book · Hotel Budgeting and Forecasting in Practice · Chapter 3
When to Start, Who Owns What, and How the Budget Becomes a Forecast
Book · Hotel Budgeting and Forecasting in Practice · Chapter 4
How evidence becomes segment, channel, value, pricing, and marketing choices
Book · Hotel Budgeting and Forecasting in Practice · Chapter 5
Converting market strategy into capacity, segment demand, pricing, USALI Rooms revenue, channel value, and management action
Book · Hotel Budgeting and Forecasting in Practice · Chapter 6
From the rooms budget and current restaurant landscape to capture, menu, marketing, and future budget assumptions
Book · Hotel Budgeting and Forecasting in Practice · Chapter 7
From the unchanged Chapter 6 strategy to segment-wise resident capture, outside demand, takeaway, concession income, margin, and forecast action
Book · Hotel Budgeting and Forecasting in Practice · Chapter 8
From city demand and on-the-books business to targeted event creation, contribution, cash, and forecast action
Book · Hotel Budgeting and Forecasting in Practice · Chapter 9
Building spa, guest laundry, recreation, water sports, transport, access, retail, and partner income from room-segment demand and local-market drivers
Book · Hotel Budgeting and Forecasting in Practice · Chapter 10
Turning commercial promises into funded service, people, quality, productivity, maintenance, and owner decisions
Book · Hotel Budgeting and Forecasting in Practice · Chapter 11
Build expense architecture from operating activity and classify cost behaviour before challenging the amount.
Book · Hotel Budgeting and Forecasting in Practice · Chapter 12
Zero-base review of contracts, suppliers, technology, volume response, and future cost pressure
Book · Hotel Budgeting and Forecasting in Practice · Chapter 13
Connecting revenue, workload, productivity, service quality, shared services, and payroll before departmental expenses
Book · Hotel Budgeting and Forecasting in Practice · Chapter 14
Converting the approved manpower plan into local and expatriate employee cost, loaded casual and contract labour, cash, and departmental labour cost
Book · Hotel Budgeting and Forecasting in Practice · Chapter 15
From the approved room stay to housekeeping, front-office, textile, acquisition, contract, CPOR, and contribution budgets
Book · Hotel Budgeting and Forecasting in Practice · Chapter 16
From approved covers, orders, food and beverage revenue, events, and service standards to Cost of Sales, named Other Expenses, departmental profit, and forecast action
Book · Hotel Budgeting and Forecasting in Practice · Chapter 17
Building spa, guest laundry, recreation, transport, parking, retail, partner-cost, and whole-hotel contribution from approved Rooms, F&B, event, package, and ancillary strategies
Book · Hotel Budgeting and Forecasting in Practice · Chapter 18
Building separate Schedule 5 and Schedule 6 forecasts from revenue strategy, labour, transactions, systems, shared services, renewals, projects, and control risk
Book · Hotel Budgeting and Forecasting in Practice · Chapter 19
Funding the hotel demand engine from occupancy strategy, channel economics, loyalty commitments, modern media, AI-enabled execution, and contribution-based return
Book · Hotel Budgeting and Forecasting in Practice · Chapter 20
Building asset reliability, preventive work, repair control, resource consumption, tariff exposure, deferment decisions, and forecast action
Book · Hotel Budgeting and Forecasting in Practice · Chapter 21
Build one controlled waterfall from revenue to IBNOIE while protecting flow-through and modelling management fees on the correct basis.
Book · Hotel Budgeting and Forecasting in Practice · Chapter 22
Turning asset condition, mandatory work and strategic investment into a funded, phased and accountable project portfolio
Book · Hotel Budgeting and Forecasting in Practice · Chapter 23
Protect the operating result before adding the owner burden and keep USALI and statutory reporting maps separate.
Book · Hotel Budgeting and Forecasting in Practice · Chapter 24
Turning book profit into daily collections, monthly liquidity, and an approximate cash requirement for the hotel
Book · Hotel Budgeting and Forecasting in Practice · Chapter 25
Connecting the approved P&L, capital plan and cash flow into a complete monthly financial position
Book · Hotel Budgeting and Forecasting in Practice · Chapter 26
Turning the connected hotel budget into an owner-ready decision story and presentation
Book · Hotel Budgeting and Forecasting in Practice · Chapter 27
Refreshing the hotel outlook without changing the approved budget baseline
Book · Hotel Budgeting and Forecasting in Practice · Chapter 28
Building the financial plan from mobilization through soft opening, break-even and stabilization
Book · Hotel Budgeting and Forecasting in Practice · Chapter 29
Extending the annual budget into a market, operating, capital, financing and ownership roadmap
Book · Hotel Budgeting and Forecasting in Practice · chapter 4
Chapter 4 companion: convert evidence into controlled segment, channel, value, pricing, marketing, and revenue-management decisions before the rooms model is built.
Book · Hotel Budgeting and Forecasting in Practice · chapter 5
Completed Azure teaching example — USALI 12th Revised Edition compliant structure
Book · Hotel Financial Reporting in Practice · Chapters 10–12
Reconcile food, beverage, package, event, and beverage-only customer populations before calculating average check.
Book · Hotel Financial Reporting in Practice · Chapter 39
Controlled case data, schedules, KPIs, owner bridge, management commentary, and answer framework.
Book · Hotel Financial Reporting in Practice · Chapters 6 and 36
Document the business question, numerator, denominator, source, continuity, comparator, and permitted use.
Book · Hotel Financial Reporting in Practice · Chapters 20–25
Separate official employee FTE from outsourced capacity while retaining a complete productivity view.
Book · Hotel Financial Reporting in Practice · Chapters 8–9
Control rooms sold, occupied rooms, available inventory, complimentary rooms, no-shows, and package statistics.
Book · Hotel Financial Reporting in Practice · Chapters 4–6
Name the result level, open the schedule, test the KPI, and assign the decision.
Decision Guide · My Food Cost Is Too High — Where Is the Loss? · Decision Guide companion
Download this example to read with guide
Decision Guide · Restaurant Financial Performance Review · Decision Guide companion
Use this worked example to follow the guide
Decision Guide · Restaurant Financial Performance Review · Decision Guide companion
Assess if your restaurant is ready for comple financial review
Decision Guide · The Monthly Hotel P&L Review · Decision Guide companion
Printable control to frame the report, shortlist material movements, diagnose the first driver and close with an owned action.
Decision Guide · The Monthly Hotel P&L Review · Decision Guide companion
One-page diagnostic reference for FRAME, SEQUENCE, DIAGNOSE, DECIDE and monthly review follow-through.
Decision Guide · The Monthly Hotel P&L Review · Decision Guide companion
Change the numbers and name for your hotel
Decision Guide · The Monthly Hotel P&L Review · Decision Guide companion
A structured pre-meeting, 60–75 minute review and post-meeting follow-up agenda.
Decision Guide · The Monthly Hotel P&L Review · Decision Guide companion
A one-page monthly review summary built around FRAME, SEQUENCE, DIAGNOSE and DECIDE.
Decision Guide · Your Best-Seller May Be Your Worst Menu Decision · Decision Guide companion
This is completed example as used in the course and Guide
Appendix H control architecture
The module names below match the finalized reporting manuscript.
Hotel profile, period calendar, departments, rooms/outlets, source systems, user roles, version, and data status.
Summary statement, schedule roll-up, Actual/Budget/Prior Year/Forecast, statement ladder.
Segment/channel mapping, packages, rooms charges, room statistics, F&B/event close, ancillary and non-standard models.
Rooms, F&B, events, ancillary cost stack, workload, evidence, conversion, and control actions.
Full labor stack, worked department, external workforce, policy layer, hours, FTE, productivity, and forecast.
A&G, IT/subscriptions, Sales and Marketing, POM, EWW, shared/mandatory costs, and GOP bridge.
Fees, nonoperating items, reserve, NOI passport, debt, cash, returns, US GAAP/IFRS/statutory/tax/lender bridges.
Statistic register, permitted-use status, dashboard source trail, benchmark passport, normalization bridge.
Commentary spine, action tracker, aging, forecast bridge, decision request, closure record.
Blue Moon evidence, exercises, answer key, portfolio submission, scoring, feedback, and resubmission.
Open Appendix H for data, version, release, and file controls →