Daniel Tarlas
Managing Director, New York, USA
Daniel is a strategic operator with over five years experience in consulting and investment value creation with Oracle and then Crowe LLP.
Before joining Horwath HTL, Daniel held key leadership roles in consulting, tech, and private equity, working extensively with portfolio companies to deliver strategic planning, operational efficiency, and enhanced returns on investments.
Daniel has worked across a variety of industries, spearheading multiple large-scale software implementations, organizational restructurings, and M&A efforts in both an enterprise and mid-market capacity.
Daniel has additionally served as a Principal Investor at two venture capital funds – OpenSky Ventures, an early-stage fund focused on disruptive consumer and e-commerce technology companies, and Mangusta Capital, an early-stage fund specializing in innovative AI investments.
Through his work in the VC space he has gained significant exposure to company financials, operations, and the decision-making process involved with enhancing firm growth while continuing to stay lean. He has advised a range of high-profile companies, making strategic investments and supporting transformative initiatives across various industries.
Daniel earned a Bachelor’s Degree in Economics with a Minor in International Business and Greek from Indiana University. He resides in the West Village neighborhood of Manhattan.
Daniel's Experience
Bold Steps Forward
We help 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.
