Lodging Dynamics has grown total portfolio revenue 400% since Jamie Caraher became president and CEO in 2021, and the hotel management company is now betting on dealmaker Danny Dolce to keep that pace. Dolce joins as senior vice president of business development, charged with expanding the firm's third-party management portfolio across luxury, premium-branded and full-service hotels in destination-driven markets.

Dolce brings 34 years of experience in hospitality real estate and management contract acquisition. He is the son of Andrew J. Dolce, founder of Dolce Hotels and Resorts, and has built his career securing third-party agreements across historic estates, mountain resorts and conference centers.

What is Dolce's track record?

The numbers behind the hire are concrete. During his tenure at Dolce Hotels and Resorts, Dolce helped double the company's third-party management portfolio from 12 hotels to 24 in four years.

More recently, at AD1 Hospitality, he secured two management contracts for properties each producing more than $20 million in total revenue:

• Tarrytown House Estate, a historic property in metro New York
• Zermatt Resort in Midway, Utah, near Park City and Deer Valley

Dolce has also held senior roles at M&R Hotel Group, Pyramid Hotel Group and Millennium Hotels and Resorts, and served on advisory groups tied to the International Association of Conference Centers, EMC Venues and Cvent, with a focus on corporate group meetings and training. He holds a BS in Business Administration in Hotel, Restaurant and Institutional Management from Drexel University.

Why co-investment matters to owners

Dolce framed his approach in explicitly owner-economics terms. "Every owner comes to the table with different objectives, and our job is to understand those priorities, align with them and work toward the returns they are seeking," he said in a statement.

He pointed to Lodging Dynamics' willingness to put capital into deals as a differentiator. "The ability to invest alongside owners further aligns our interests from day one," Dolce said, adding that he learned to see transactions from both sides while watching his father build an operating company.

For third-party managers competing for contracts, that co-investment posture matters: owners weighing operator selection increasingly weigh alignment mechanisms alongside fees, and a business development lead who can speak to both lender and owner priorities strengthens the pitch.

What does the hire signal about growth?

Caraher tied the appointment directly to the company's expansion conversation with owners. "Owners want an operator who understands their investment as well as their hotel," Caraher said. "Danny learned this business inside an operating company, then spent more than three decades earning the trust of owners, lenders and investors. That combination is rare."

Caraher added that Dolce understands both how to run a hotel well and what an owner needs from the operator they hire — "exactly the conversation we want to be having as we grow."

The appointment points Lodging Dynamics toward larger, full-service and luxury assets in destination markets, segments where Dolce's contract history — historic estates, mountain resorts and conference centers — is deepest. With Dolce leading acquisitions and Caraher's revenue growth streak as backdrop, the company is positioned to keep converting owner relationships into signed third-party management agreements.