Industries
Built for hotel and multi-property operators — PMS, POS and OTA statements that have to agree by close.
A property’s revenue arrives from a PMS, several point-of-sale systems, and an OTA settlement statement, and by close they are all supposed to describe the same day. Add a second or third property and the roll-up becomes somebody’s spreadsheet, rebuilt every month from exports that were never built to agree.
What this usually looks like
company delivery historyfounder-asserted
company delivery historyfounder-asserted
last reviewedTrust and security
| The problem | What it actually costs | Where we answer it |
|---|---|---|
| A single property’s PMS, POS systems and OTA statement each hold a different version of the day’s revenue, and closing the books means reconciling all three by hand. | A close that slips past the date it’s owed, and a number nobody fully trusts once it lands. | Reconciliation & close |
| Add a second or third property and the same reconciliation problem becomes a roll-up, with nobody owning the consolidated number. | A multi-property report that exists only because one person rebuilds it from scratch every cycle — and stops working the day they are unavailable. | Data Engineering & Analytics |
| Guest and card data moves through the PMS, the payment processor and whatever channel sent the reservation, and a franchisor, processor or insurer eventually asks how that access is controlled. | A vendor-risk questionnaire answered from memory instead of from a written access model. | Trust and security |
We have built invoice and inventory reconciliations, and automated month-end close processes, across internal systems, databases and systems of record.
company delivery historyfounder-asserted
Our engineers’ backgrounds include audit work at a Big Four firm across the hotel, food and beverage industries, and process audit.
past employment of individual engineers, not AS DataWorks client workfounder-supplied
The discipline is the same regardless of property count: least-privilege access during an assessment, a tested rollback before anything changes, a written plan before the work starts, and a documented handover at the end — published in full at Trust and security.
Built for
- Hotel and multi-property operators with 15 to 500 employees in the United States — a single well-run property, or a small group of them.
- A PMS, point-of-sale system and OTA statement that each hold their own version of the day’s revenue, and a close that depends on reconciling them by hand.
- A real deadline: a franchisor’s or processor’s security questionnaire, an audit finding, an acquisition, or a system nobody has tested a recovery plan for.
- A buyer who wants the plan, the risk register and the cost in writing before committing to either us or the project.
Not a fit
- You operate inside a franchise system built entirely on the franchisor’s own technology stack — the franchisor is the right owner of that system, not us.
- You run a single property on one system with nothing to reconcile — there is no problem here for us to solve.
- You need the PCI attestation, a franchise-brand compliance audit, or the opinion itself. We build and document environments that stand up to that review; we do not issue the opinion.
- Your only driver is "the board wants a cloud strategy" with no operational problem underneath it. The assessment will probably tell you to stay where you are, and we will still charge for it.
Where hospitality work continues
The two pages every hospitality buyer needs before booking a call.
Start with the assessment, not the migration.
Book an assessment call30 minuteswith the engineer who would scope the work[PLACEHOLDER: written-summary turnaround, not yet committed]