George Dfouni

Hospitality and real estate executive with 30+ years of experience leading multi-property portfolios from single-asset operations through a 60-property, $420M-revenue platform spanning hotels, residential, and commercial assets. Proven record of expanding portfolios, repositioning underperforming assets, and driving double-digit gains in RevPAR and profitability. Deep expertise across hotel operations, asset management, acquisitions, renovations, budgeting, revenue management, and large-team leadership (1,700+ employees).

Currently advises hotel owners on operational performance, repositioning, and investment strategy as CEO of an independent advisory and management firm.

Chief Executive Officer at Independent Hospitality Group (2015-12 – Present)

• Lead hotel management, asset management, acquisitions, branding, renovations, repositioning, technology implementation, and investment analysis for branded and independent hotel owners.
• Advise ownership groups on operational performance and market positioning, translating asset-level data into strategic decisions on renovation, repositioning, and disposition.

Chief Operating Officer at AHG (1999 – 2015-10)

• Grew the company from a single hotel to a 60-property portfolio — 14 hotels, 43 residential buildings, and 3 commercial buildings.
• Directed operations for approximately $420M in annual revenue and a workforce of 1,700 employees.
• Negotiated refinancing initiatives that raised capital to fund portfolio growth.
• Exceeded financial forecasts by 22% through disciplined budgeting and performance management.
• Improved occupancy by 8% and RevPAR by 27% across the portfolio.
• Established a centralized reservations function and online booking platform, streamlining distribution across all properties.

General Manager / Vice President, Ameritania Hotel at AHG (1996 – 1999)

• Directed a major hotel renovation and repositioning into the corporate market.
• Recruited and built the leadership team; implemented new operational policies and training programs.

General Manager at Mansfield Hotel (1994 – 1996)

• Led the conversion of a 121-room property into a boutique hotel.
• Raised ADR from $114 to $179 while maintaining occupancy.

Director of Guest Services at Vista Hotel – Hilton (1992 – 1994)

• Reduced guest complaints by 85% through service-recovery and training initiatives.
• Increased repeat-guest reservations by 35% through a newly launched VIP program.

Director of Front Office at Essex House (1990 – 1992)

• Managed front office, concierge, reservations, and bell operations for a 500-room luxury hotel.

Various Operational Roles at Sheraton & Hilton (1990)

• Assistant Director of Food & Beverage, Restaurant Manager, and Housekeeping Manager — progressive operational roles building the foundation for later executive leadership.

Master of Business Administration in Hotel Management – Oxford University – School of Business

Bachelor of Science in Hospitality and Tourism – Hotel Career Center