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Scott Brush's expertise and experience has been recognized by selection as a member of both Cayuga Hospitality Advisors (Cayuga) and the International Society of Hospitality Consultants (ISHC).

Developing a Hotel Business Plan: A How-To-Manual; Cornell Hotel & Restaurant Administration Quarterly; June 1993. A comprehensive outline of the steps necessary in developing a complete business plan for an existing hotel or one to be developed.

Asset Managers Playing New Role in Hotels: South Florida Business Journal; February, 1994. A short article in the "Hospitality Quarterly" section of this weekly business newspaper that touches on the more active role of asset managers with hotel operations background.

The Caribbean Market; Hotel & Resort Industry; June 1987. This article attempts to point out that the "Caribbean Market" is not one homogenous tourism market, but rather a series of individual markets with individual histories and individual levels of potential.

Lies, Damned Lies . . . . . . and Statistics: Guest Editorial; Cornell Hotel & Restaurant Administration Quarterly, February 1994. Statistics have become of more importance to the hospitality industry, but interpretation of those statistics is still a job for experts.

Rethinking Your Business Plan; Hotel & Resort Industry, July 1994. At the request of editors of the trade magazine, this article points up the importance of actually re-tooling your business plan each year rather than a less comprehensive "updating" just to have the document in the file.

Hotel Owners & Developers Find Money is Plentiful: Hospitality Highlights, Third Quarter 1997. Interviewed for the article by Grant Thornton, the publishers of the newsletter, it points up the fact that financing is again widely available for a variety of hotel projects.

Renovation, Refurbishment or Redevelopment: Is the Difference More than Semantics?; Lodging Hospitality; April 1998. Written in conjunction with an architectural firm, this article makes the point that you must totally rethink your property before embarking on a major "fix-up" to correctly position the hotel for its markets rather than waste money repairing a mis-directed property.

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