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Make It Better LLC
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Run one true set of books. Without building a finance team.

Full-service financial operations and advisory for owners of mixed-use assets — residential, retail, hotel and parking under one ownership structure, with JV entities and master associations layered on top.

Services About Us Start a conversation
  • 30+Years leading hotel finance operations
  • 3.3×NOI growth in two years at a luxury resort — $1.5M to $5M
  • 8×EBITDA growth at a full-service branded hotel — $400K to $3.2M
  • +14%RevPAR lift through a $21M repositioning
Mixed-use building at dusk with residential floors above a lit retail podium
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02About Us

Built for ownership structures with more than one set of books.

A mixed-use asset is never one business. It's a hotel under a management agreement, a condo association with its own reserves, retail tenants with CAM to reconcile, a parking component, and a JV or master association sitting over all of it. Each keeps its own ledger. The owner needs them to agree.

That's the work. It shows up in every market, and it doesn't get simpler by handing it to a shop.

Interior of a luxury hotel lobby
  1. Residential and condo associations
  2. Retail tenants and common areas
  3. Hotel under a management agreement
  4. Parking
  5. JV entities and the master association above them

Five components. Several ledgers. One owner who needs the numbers to tie.

Senior people on the engagement. Directly.

Not an account manager. Not a junior staffer routed through a team. A small senior team that has run the hotel side of a mixed-use asset from both seats — the books and the building.

On the finance side, that means more than thirty years running finance for luxury and lifestyle hotels: director and vice president of finance for independent and branded properties, corporate and area controller before that. Monthly close, owner and brand reporting, budgets and forecasts, and management-company oversight from the inside — knowing exactly what the operator's package should say and what it leaves out.

On the operating side, thirty years running hotels: general manager of full-service and luxury properties through divisional vice president and chief operating officer over a portfolio of resorts and major-brand hotels. Transitions, new openings, PIP negotiations, multimillion-dollar renovations, and the turnaround of underperforming assets. Graduate and doctoral training in management, strategy and hotel real estate. Business conducted in six languages.

Add hands-on experience on the ownership side of a hotel management agreement, a JV, and a master association — the same structures you're running now. Full coverage, senior level. Nothing partial about it.

$1.8M

Saved every year by consolidating two corporate finance offices into one.

Loss → Profit

Operating loss turned to positive cash flow while acting as general manager through a $21M renovation.

  1. Hotel finance leadership — close, budgets, forecasts, owner reporting
  2. Property and portfolio operations, GM through COO
  3. Pre-opening, transitions and renovation projects
  4. Management agreement, PIP and incentive-fee negotiation
  5. Asset management and revival of underperforming assets
  6. Data-driven performance review and team training
03Services

Everything the books need, in the order they need it.

Four areas of work. Each one is covered fully, by the same senior team, from the first reconciliation through the lender package.

Reviewing financial performance charts on a laptop
  • +11%GOP flow-through across a multi-property portfolio
  • +8%Internal audit scores after a portfolio-wide controls review

  1. Financial Operations

    The monthly close, done right and done once.

    • Consolidated monthly financials by entity and component
    • Bank, GL and owner-distribution reconciliations
    • Cash flow management and banking relationships
    • Audit-ready workpapers

  2. JV & Association Oversight

    The layers on top of the property, kept clean and kept separate.

    • JV entity accounting and partner distributions
    • Master association and shared-amenity bookkeeping
    • Inter-entity allocations
    • Ownership and distribution-waterfall tracking

  3. Reporting & Compliance

    What lenders, partners and your CPA expect — on time, without a scramble.

    • Lender and covenant reporting packages
    • Annual budget and rolling cash flow forecast
    • Investor and ownership reporting
    • Tax-ready financials coordinated with your CPA

  4. Advisory & Turnaround

    When the structure changes, or the numbers say something has to.

    • Financing and refinancing support
    • Litigation and risk exposure analysis
    • Ownership transitions and JV restructuring
    • Operational fixes that protect the bottom line

By component.

Each piece of a mixed-use asset has its own rules and its own reporting. Here is what gets watched in each one.

  1. Hotel pool deck at dusk

    Hotel

    • Owner-side oversight of the management company's reporting
    • RevPAR, ADR and flow-through review
    • Brand PIP and CapEx tracking
    • Management agreement and incentive-fee compliance
  2. Residential units above street-level retail

    Residential & Condo

    • HOA and condo association financials kept separate from ownership entities
    • Resident billing and assessment collection
    • Reserve study funding
    • Unit-owner distribution accounting
  3. Restaurant and shopfronts at street level

    Retail

    • CAM reconciliations and tenant billing
    • Percentage rent tracking
    • TI allowance accounting
    • Vacancy and occupancy cost modeling
  4. Mixed-use tower at night

    Asset Management

    • Ownership-level oversight spanning every component
    • Capital planning and reserve strategy
    • Benchmarking against budget, comps and covenants
    • Hold, sell or refinance analysis
04Contact Us

Tell us about your business.

Reach out with a short note on your ownership structure, the components you're managing, and where you need support. We'll follow up to discuss how we can help.

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