Working Smarter Starts with Stronger Controls
By Jessica Myers,
Vice President of Finance & Accounting
In hospitality, speed matters. Decisions are made
quickly, transactions move constantly, and teams are spread across properties,
markets, and systems. The challenge is moving fast while also moving "smart."
Over the past several months, our accounting and finance
team has taken a close look at how we work, with a simple goal: to create
processes and controls that support the business rather than slow it down. That
has meant introducing new technology, refining workflows, and strengthening
internal controls so our teams can operate with more confidence and
consistency.
Controls as an Enabler, not a Constraint
Internal controls have a bad reputation. They're seen as
extra steps, added approvals, or something you deal with only during an audit.
In reality, well-designed controls do the opposite, because they remove
ambiguity.
When roles and processes are clearly defined, teams spend
less time second-guessing and more time executing. Clear controls create
guardrails that allow people to move faster within them, because decisions
don't need to be questioned or revisited after the fact.
That philosophy has guided many of the changes we've
made. We want to standardize processes where it makes sense, tighten handoffs
between teams, and reinforce audit-ready practices as part of day-to-day
operations rather than as a separate process.
Training for the Way We Actually Work
Controls only work if people understand them. That's why
training has been a major focus.
We've invested in internal controls and audit training
that reflect the real-world scenarios our teams encounter every day. We don't
want to turn everyone into an auditor, but we do want to help employees at
every level understand how they fit into the bigger picture and why certain
steps matter.
When teams understand the "why," compliance stops feeling
like a checklist and starts feeling like a shared responsibility.
Cybersecurity and Fraud Awareness Is Everyone's Job
One of the biggest shifts in recent years is how fraud
and cybersecurity risk show up inside organizations. These risks no longer live
solely within IT or finance. They touch every role, from the hotel front desk
to the management company corporate office.
As systems become more integrated and workflows more
digital, the most effective defense is awareness. We've been reinforcing simple
but powerful habits: slow down, verify requests, question anything that feels
off, and never assume "someone else" is responsible.
This heightened awareness, coupled with clear escalation
paths, helps protect the organization and our associates.
Leveraging Fractional Expertise as a Strength
Another important step we've taken is expanding our
technology support through fractional resources, including a fractional CTO.
This strategic choice allows us to access senior-level technology leadership
and specialized knowledge without unnecessary overhead. It gives our internal
teams more support, better tools, and clearer direction, while remaining
flexible and scalable as our needs evolve.
The ability to bring in the right expertise at the right
time is a feature, not a bug.
A Culture of Continuous Improvement
Strong controls, smart processes, and the right
technology create a foundation that allows teams to do their best work. As our
business evolves, our systems and controls evolve with it, requiring openness,
adaptability, and shared ownership across the organization.
Working smarter isn't a one-time initiative. It's a mindset. And when everyone plays a part, the entire organization becomes stronger.
