Our Approach

Our Hospitality Rules

At National Hospitality Management we capitalize on positive working relationships and foster an environment based on trust, respect, teamwork, enthusiasm, commitment and care.

Trust And Respect

Trust And Respect

We will approach each business partner and team member with the highest level of professionalism. Our communication will always remain direct, respectful, and authentic.

Teamwork And Enthusiasm

Teamwork And Enthusiasm

We will make informed choices in hiring and training our team, celebrate our successes, and learn from our mistakes. We will always maintain a trusting and supportive environment, ensuring we remain the employer of choice.

Commitment And Care

Commitment And Care

We will remain committed to operating all assets as our own and delivering on our promises. We will foster personal and professional growth, caring for our business partners, team members, community, and environment.

Our Culture

At National Hospitality Management, we’re committed to creating positive work environment that promotes Team member engagement and success. Our culture is based on a few core values that we believe make us different from other hospitality companies. Rooted in tradition of excellence, we believe in delivering a unique blend of heartfelt hospitality and impeccable service.

Our team, our most valuable asset, is empowered and inspired every day to go above and beyond, not just for our guests but also for one another. We prioritize putting people first, whether that’s our guests or our team members. We’re committed to fostering a sense of community and teamwork, and we always strive to provide exceptional service. We believe that by creating a supportive and inclusive workplace, and promoting from within, our team members are better able to deliver the highest quality service to our guests.

Our History

National Hospitality Management was founded in 2012 by Daniel Coletti and Shawn Delaney as a full-service hospitality company offering management, development, acquisition, and accounting. 

Hotel development began in the early 2000s with the acquisition and rebranding of a Fairfield Inn in Tucson, followed by projects like the Hilton Garden Inn Las Vegas Strip South, and hotels under the Hilton and Marriott brands. After initially using third-party management, the team recognized the value of managing their own assets. Leading to the formation of National Hospitality Management to oversee the full cycle of design, development, and operations.