Dorothy Dowling
Managing Director, Scottsdale, USA
Dorothy Dowling is a highly regarded growth advisor with a proven track record in business and commercial development.
Bio
She recently joined the HTL Group as Managing Director, where she draws on her expertise to assist global hospitality industry clients with go-to-market strategies, with a focus on enhancing scale, revenue, and profitability. Her services include repositioning, commercial business planning, and activation.
Dowling brings over 40 years of experience in the hospitality industry to her role at HTL Group. She spent the last 18 years as Chief Marketing Officer at Best Western. In her role at the company, she was responsible for overseeing all marketing and commercial strategies, including loyalty programs, digital transformation, advertising, public relations, consumer and distribution partnerships, and the global sales organization.
A highly sought-after speaker and panelist at industry conferences, Dowling is recognized for her ability to provide insightful connections on evolving industry trends, customer expectations, and investor needs.
Her exceptional contributions to the industry have been recognized with Lifetime Achievement awards from the Hospitality Sales and Marketing Association International (HSMAI) for her commercial leadership, the NYU International Hospitality Industry Investment Conference for her innovation and business performance, and GBTA WINiT for her advocacy for women in leadership.
Dowling holds an Honours BA and an MA from the University of Waterloo in Canada. She has also completed executive education programs at Harvard and MIT and recently earned post-graduate certifications in Diversity & Inclusion and Environmental, Social, and Governance (ESG) from Cornell University. Additionally, she is a certified board director through the National Association of Corporate Directors.
Dorothy's Experience
Bold steps forward
We help ambitious clients achieve extraordinary outcomes.
Global Franchise and License Fee Comparison
Global
Market & Feasibility Study for Luxury Ski Resort
Wyoming, USA
Market Study for RV Park
Fredericksburg, USA
Brand Selection & Development of Lifestyle Hotel
Roswell, GA, USA
Due Diligence of L’Ermitage Hotel, Beverly Hills
Beverley Hills, USA
Impact Study and Incentive Review
Memphis, USA
BOH Planning for Large-Scale Resort Development
Orlando, USA
Global Business Landscape & Non-Gaming Trends
Global
Expert insights
Cutting edge analysis.
Chain scale hopscotch: benefits and challenges of moving up and down
Any hotel chain knows of the existence of the chain scale, a ranking system based on hotels’ average daily rate and the number and quality of amenities and services they offer. The chain scale offers six classes—luxury, upper upscale, upscale, upper midscale, midscale and economy— and chains can move from one to another as they make changes to hotels, such as adding (or subtracting) an amenity or altering their room rates. Are there any advantages to moving up or down on the chain scales? Absolutely, say industry experts. First, let’s look at why the chain scale is important.
Realigning hotel markets: the untapped fiscal opportunity for US cities
Cities across America are searching for ways to expand their tax base without overburdening residents. Raising property taxes is politically toxic. Sales taxes rise and fall with the business cycle. Grants and one-off windfalls disappear as quickly as they arrive. Yet one of the most dependable revenue engines sits in plain view: hotels.
Why your appraiser sounds like a robot…
There is a recurring moment of quiet frustration in nearly every audit cycle: the valuation report arrives – neatly packaged, meticulously worded – yet somehow not useful. Not entirely. You examine it, searching for alignment with financial reporting needs – inputs tied to the client’s forecast, assumptions that integrate with your models, rationale that aligns with ASC 820 definitions. Instead, you encounter a sterile narrative that seems to speak an entirely different language. You request a revision – perhaps a minor rephrasing or a narrower range. The appraiser declines. Not because they cannot, but because they will not. And if you are fortunate, they will cite USPAP as the reason.
Hotel, finance experts see bright future for extended stay
CORAL GABLES, Florida — Hotel Investment Today gathered leading hotel and finance executives for an exclusive April 30, 2025, roundtable here to discuss the current and future state of the extended-stay sector. Their takeaway: Extended stay has “a lot of expanding upside”. Extended-stay experts say expanding investor interest, evolving growth options at different price points and increasing lender buy-in signal a bright outlook for the industry’s “most lucrative business model.”
From ski chalets to boutique hotels – luxury rental entrepreneurs embrace lifestyle hospitalité
In Aspen, Colorado, a once-private lodge has transformed into an ultra-exclusive hotel experience. The Aspen Street Lodge – the first boutique hotel to open in Aspen in over 25 years – features just nine guest rooms and a penthouse, blending a residential-style design with five-star amenities like a rooftop deck, private chef, and even an in-house adventure concierge. This evolution from luxury vacation rental to boutique hotel is no anomaly. Around the world, entrepreneurs who cut their teeth managing high-end vacation homes are now scaling new heights in hospitality by developing intimate hotels and branded residences. It’s a trend fueled by surging demand for experiential travel and lifestyle-driven stays, especially in elite destinations such as Aspen, Vail, and Park City.
Where growth meets intelligence: the critical edge in hospitality expansion
The first half of 2025 has made one thing unmistakably clear: the hospitality industry is no longer expanding under the luxury of time. Between rising development costs and intensifying brand crowding in traditional markets, hotel growth now demands speed, precision, and – above all else – context.