His hotel management career may have started by accident, but Daniel Berman, president/CEO, AD1 Hospitality, has built a company with a portfolio of more than 25 hotels, with more to come. Hotel Business caught up with the native of Venezuela to discuss how he got into business, his company’s latest project and more.
—Adam Perkowsky
You emigrated to the U.S. from Venezuela in 2001. How old were you when you made the move, and what prompted it?
I was 39 when I moved to the U.S. from Venezuela in 2001. The country was facing major political and economic instability, and I felt a deep responsibility to protect my family and secure a future where hard work and creativity could thrive without fear. The U.S. offered that opportunity, and I was determined to build something meaningful from the ground up.
Can you tell us how you first became involved with the hospitality industry?
My journey into hospitality actually began by mistake. Our company, which had primarily been in residential real estate, acquired a 434-room hotel as an investment without fully understanding the complexity of hotel operations. What started as a financial play quickly became a crash course in service, staffing and guest experience. Over time, I realized that hospitality wasn’t just about rooms; it was about creating spaces where people feel seen and cared for, and that fascinated me.
Why did you decide to make a career out of hotel management?
Hotel management combines everything I love: business, service, real estate, aesthetics and leadership. It’s a people business with hard assets, and the combination is both challenging and deeply rewarding. Once I saw the impact a well-run hotel could have on a guest, a team and a community, I was hooked.
What is your company’s mission statement, and how has it accomplished those goals?
At AD1 Hospitality, our mission is to create long-term value through guest service, innovation and integrity. We accomplish this by aligning our teams around a shared culture of ownership, transparency and operational excellence. Whether we are repositioning an asset, launching a new concept or serving guests, we aim to do it with vision and accountability.
How important is company culture, and why is that?
Culture is everything. You can have the best locations and capital, but without a culture of trust, passion and responsibility, it’s impossible to scale excellence. At AD1, we’ve been intentional about building a culture where people feel they matter, and that’s reflected in our performance.
Why should an owner or ownership group choose AD1?
We operate with an owner’s mindset because we are owners ourselves. We bring not just experience and systems, but the agility and care that come from having skin in the game. Our partners know we’re in this together, and that alignment makes all the difference.
How many hotels are in the AD1 Hospitality portfolio and in the pipeline? And in what segments and locations does your company operate?
We currently manage more than 25 hotels across the Southeastern U.S., spanning the limited-service, full-service and extended-stay segments under major flags like Hilton, Marriott, IHG and Wyndham. Our pipeline includes strategic developments in Florida, the Carolinas and lifestyle markets where we see long-term value.
Can you tell us about The James Hotel and Residences Miami project you are working on?
This project will possibly define my career, as well as solidify the company as a major player in the industry. The 82-story, $850 million condo-hotel will be the tallest luxury development in downtown Miami and will feature more than 400 residences. Residents will have access to high-end amenities, including resort-style pools, a world-class spa, acclaimed dining experiences and an exclusive private club. We also just made a deal to offer a world-class indoor Padel experience.
What is the growth plan for your company?
We’re focused on three fronts: strategic acquisitions of value-add assets; ground-up development in high-demand urban and leisure markets; and creating long-term partnerships with family offices and institutional capital. We’re also expanding into hybrid hospitality concepts, such as condo-hotels and private clubs, that blend real estate with luxury experiences.
What was the best piece of advice you received in your career?
The best advice I received was: Build something bigger than yourself, but never forget where you started. It reminds me to stay ambitious while remaining grounded and grateful.
What advice would you give young people who want to have a career in the industry?
Don’t chase titles. Chase responsibility. The hospitality industry rewards those who show up, care deeply and take initiative. Learn the fundamentals, be humble and treat people like they matter—because they do.
What do you like to do in your spare time?
I love spending time on the water. Boating helps me think clearly and reconnect with what matters. I also focus on wellness, personal growth and staying physically active. At this stage in my life, I prioritize clarity, balance and peace of mind.
