Editorial Board   

Mr. Davis

Gavin Davis

Managing Principal, H-Fin Capital Advisors

Mr. Gavin Davis is Managing Principal of H-Fin Capital Advisors, having previously served as Managing Direct or(briefly) with Ackman-Ziff Real Estate Group. Mr. Davis has also previously served as Senior Vice President of Debt & Equity Finance at CB Richard Ellis Hotels Ltd.

Mr. Davis's primary responsibilities include debt and equity financing and restructuring services for clients in the hotel real estate sector. He has completed over $4.0 billion of investment banking, financing and real estate transactions during his career, including senior mortgages, mezzanine mortgages, debt restructuring, strategic asset sales, private equity placement, high yield debt, convertible debt, initial public offerings, follow-on offerings, merger and acquisition advisory and interest rate hedging.

Mr. Davis was also a founder and Principal of Forestpark Capital Advisors, a hospitality specific investment banking company, and a Principal at Neptune Hospitality Advisors. He has completed over 120 hospitality financing and advisory transactions in the past 7 years.

Mr. Davis has held past positions with CIBC World Markets, Prudential Real Estate Investors and Legg Mason Wood. Mr. Davis holds a Bachelor of Science degree from the Cornell University School of Hotel Administration

As part of monitoring the global macro environment and geopolitics in order to provide H-Fin clients with a view into global interest rate markets, as Interest Expense is often the largest expense face by hotel real estate owners, Mr. Davis spends an inordinate amount of time closely monitoring the U.S. Federal Reserve, short term interest rates and risk premia.

Mr. Davis has correctly predicted every single U.S. Federal Reserve Fed Funds decision during the current business cycle, including accurately predicting both the beginning (12 mo in advance) and end of such interest rate cycle (Dec. 2018).

Mr. Davis regularly makes other profound financial insights and prognostications that persons may wish to use in one or more ways to supplement their own interests, now summarized in this weekly newsletter. For example, in 2016, H-Fin make several correct predictions including but not limited to: very early predicting a Donald Trump U.S. presidency before polling or primaries; interest rate market movements; increases in iron ore; Brexit voting outcome; Italian banking sector issues and others. In 2018, H-Fin made several late year calls including Brazilian equity strength, GE equity year-end exit and early 2019 re-entry and otherwise.

Please visit http://www.h-fin.com for more information.

Mr. Davis can be contacted at +1 858-876-4346 or gbd@h-fin.com

Coming up in March 2020...

Human Resources: Confronting a Labor Shortage

With the unemployment rate at its lowest level in decades (3.7%), what has always been a perennial problem for human resource professionals - labor shortage - is now reaching acute levels of concern. It is getting harder to find and recruit qualified applicants. Even finding candidates with the skills to succeed in entry-level positions has become an issue. In addition, employee turnover rates remain extremely high in the hotel industry. As a result of these problems, hotel HR managers are having to rethink their recruitment strategies in order to hire the right talent for the right job. First, hotels have been forced to raise their wages and offer other appealing perks, as a way to attract qualified candidates. Secondly, HR managers are reassessing their interviewing techniques, focusing less on the answers they receive to questions and more on observable behavior. Part of this process includes role-playing during the interview, so that the recruiter can gauge how a candidate works through specific problems and interacts with other team members. Additionally, some HR managers are also creating internal talent pools as a way to address labor shortages. Instead of utilizing department resources to find new hires with specific skills for needed positions, hotels are cultivating talent pools internally and preparing their employees to assume leadership roles whenever the time comes. They are also placing greater emphasis on a company culture that is more performance-based, as a way to curb employee turnover, increase employee satisfaction, and assure higher levels of customer service. Finally, recognizing the importance of employee retention as a way to lessen the impact of a tight labor market, some HR managers are instituting generous reward programs in order to retain their top performers. The March Hotel Business Review will explore what some HR professionals are doing to address these and other issues in their departments.