Three-Prong Mission Statement

TO BE:

A World Class Professional Hospitality Organization and

Owner/Operator of Market Dominating Superior Hotels with Highly

Regarded, Industry Leading Brand Affiliations and Unparalleled Operating

Results and Returns for our Owners and Investors.

A Preferred Employer in ALL of the Markets in Which We Operate with

High Staff Retention and Loyalty.

A Guest-Centric Hospitality Service Team Laser Focused on

Outrageously Positive Guest Experiences and Enjoying the Highest Guest

Satisfaction Scores and Brand Rankings in the Industry.

BN Means Business Nirvana, Bold Numbers, Begin Now, Balanced

Navigation, Brand Names, and Best Nights.

BN Group

BN Management Co

Hotel Management

Dedicated Investor Pool

Finance

New Orleans & Gulf Coast

Regional Center

EB5 Specialized Finance

Hi Tech Commercial Contractors

Construction

Operating Hotels

Bui Nguyen

Development

In 2007, BN Group created an affiliate company “Hi-Tech Commercial Contractors.”

This seamlessly allows us to take full control of the planning process from design to

construction through opening. Creating this affiliate to move through the development

process from zoning, planning, purchasing, building and selecting the correct product

for the appropriate market.

In 2013, the United States Department of Homeland Security's Citizenship and

Immigration Service (USCIS) granted the “New Orleans & Gulf Coast Regional

Center” (NOGC-RC) certification as an EB-5 immigrant visa program Regional Center.

The NOGC-RC’s mission is to deliver a secure immigration gateway for foreign

investors that is multi-dimensional, dependable, and financially beneficial. The NOGC-

RC team is committed to promoting economic growth and job creation while keeping

our client’s EB-5 investment and immigration objectives top-of-mind.

Organizational Chart

Bui Nguyen

Chairman and CEO

Joe Nguyen

Vice President EB5 Operations

Sonya Nguyen

CFO

Kelly Bakewell

Corporate Director of Accounting

Cheri Vidrine

Hotel Accountant

Liz Carle

Accounts Payable

Vi Pham

Payroll

Mike Sherman

Corporate Counsel

Jason Tran

Executive Administrator & Director of HR

John Giattino, CHA

President

Hotel Division

Kate Wendel

Regional Director of Sales

Regional Director of

Sales

Corporate Director of

Hotel Operations

General Managers

Hotel Teams

Assistant General

Managers

Julia Stroble

Corporate Director of Revenue

Management

Chris Chang

Corporate Engineer

Cuong Nguyen

President Construction

Johnny Nguyen

Procurement Manager

Steven Nguyen

Executive Administrator &

Procurement

Brett Simon

Vice President

Construction

Superintendents

Bui NguyenChairman & CEO

Bui Nguyen, Chairman and CEO, stands at the forefront of our organization. Mr. Bui is a results-driven executive with over 35

years of experience positively affecting bottom-line profitability and workforce optimization through strategic development and

business re-engineering. Mr. Bui has 20 years of experience in the hotel, hospitality and construction industries. He leads his team

with a hands-on management style and impressive business-risk acumen. Under his leadership, the organization has consistently

met and exceeded corporate goals and objectives within progressively accountable leadership roles.

The inception of his first hotel entity took place in 1998. Over the years, the company experienced exponential growth, eventually

evolving into the turn-key companies now known as BN Management Co, Hi-Tech Commercial Contractors and the New Orleans

and Gulf Coast Regional Center (NOGC-RC) EB5 VISA Program.

Mr. Nguyen is well versed in all facets of the hotel industry, including construction, renovation, ownership, and operations in

multiple states along the Gulf Coast. Mr. Nguyen’s franchise affiliations include Marriott, Hilton, Choice Hotels International, Best

Western International, La Quinta and Wyndham. Recognized for his business acumen & leadership qualities, he has been pursued

to take on leadership roles in more than 20 entities across the United States.

Mr. Nguyen’s expertise runs deep. He has a disciplined investment approach and believes in growing his companies in a

conservative and prudent manner. His operating strategy involves analyzing hundreds of projects before identifying just the right

one that fits within the company’s core competencies and the team’s capabilities. His underlying passion for business growth and

development, combined with a results-oriented work ethic, has opened doors for entrepreneurial ventures that have evolved into

highly successful, financially stable organizations.

John R. Giattino, CHAPresident

Mr. John Giattino, CHA, joined BN Management Company in June 2014. He is responsible for the successful operations and all

business opportunities at BN Management’s entire portfolio of hotel assets. John brings to BN Management over 35 years of

experience across all disciplines in the hospitality industry in senior executive leadership roles at the Walt Disney Company,

Outrigger Lodging Services, Choice Hotels International/Sunburst Hospitality Corporation, Alliance Hospitality Management,

GF Management Company, the United States Navy Lodge Program, and numerous others. He has held full P&L and direct

operating responsibility for over 110 hotels across 4 continents and over 30 U.S. cities, totaling over 15,000 guestrooms,

encompassing 27 full-service restaurants, 7 nightclubs, 19 cocktail lounges, and over 600,000 square feet of banquet, meeting,

and convention space, with a combined asset value in excess of $1.1 billion. He has served in the capacities of Hotel General

Manager, Area Director, Regional Director of Operations, Vice President of Operations, Chief Operating Officer (COO), and

President and Chief Executive Officer (CEO). John has operated and marketed hotels under franchise license agreements with

most major hotel brands including Hilton, Marriott, Starwood, Choice Hotels, Wyndham, Carlson, IHG, La Quinta, and Best

Western in addition to several independent hotels, conference centers, and resorts, including an Official Walt Disney World

Resort property in Central Florida. He is renowned for cultivating and inspiring the ultimate sales and service culture and for

driving superior operating results and returns for hotel owners and investors. John is a Certified Hotel Administrator (CHA) as

recognized by the American Hotel & Lodging Association (AH&LA), has been nationally heralded as Hospitality Industry

Professional of the Year (HIPY) by the Hospitality Sales and Marketing Association International (HSMAI), and is a Rotary

International Paul Harris Fellow and a United States Navy Veteran.

Sonya NguyenChief Financial Officer

Mrs. Sonya Nguyen is the Chief Financial Officer. She is responsible for the overall financial management of the

company. Her responsibilities include financial reporting and transparency, and for multiple corporate functions

including project finance, controller, treasury, investor relations, tax, audit and risk management. She has more

than 10 years of hospitality financial experience. She leads a team of professionals with proficiency in new

construction and property management processes including budget and planning, internal audits and cash

management. Mrs. Nguyen holds a Bachelor of Science degree in Accounting from University of New Orleans.

Michael G. ShermanLegal Counsel

Michael G. Sherman is the founder of Sherman Strategies, LLC, a project-based legal consulting firm.

Mr. Sherman previously served as Mayor Mitch Landrieu’s Executive Counsel and Director of Intergovernmental Affairs. As

Executive Counsel, Mr. Sherman was the principle legal advisor in the Mayor’s office. As Director of Intergovernmental Affairs,

Mr. Sherman was responsible for developing and implementing the city’s strategy to interact with governmental bodies. This

included producing and analyzing legislation, proposals, and initiatives to achieve the city’s policy goals as well as serving as the

focal point of coordination for the city with state and federal governments in addition to the legislative branch of New Orleans city

government and the 162 boards and commissions in the city.

Mr. Sherman is also an Adjunct Assistant Professor of Political Science at Tulane University, teaching courses on the political

system of New Orleans, the American government, and a course on contemporary American politics with James Carville.

Prior to his service in city government, Mr. Sherman was an attorney in private practice based in New Orleans, Louisiana and

licensed to practice in four jurisdictions – Louisiana, New York, New Jersey, and the District of Columbia. His practice focused on

representing clients before governmental bodies with an emphasis on land use. He previously served as Vice-President of a Florida-

based real estate development company. Mr. Sherman managed the company’s Gulf Coast operations. Prior to that, Mr. Sherman

served as an attorney with a multinational law firm based in Washington, DC. His practice focused on legislative and regulatory

affairs.

In 2015, Mr. Sherman was recognized in the New Orleans City Business publication as one of the 2015 Leadership in Law. In

2004, Mr. Sherman was elected as an Advisory Neighborhood Commissioner of the District of Columbia. In 2001, Mr. Sherman

was selected as a Mayoral Fellow in City Government, where he worked closely with city government leaders of New Orleans,

Louisiana. He received his law degree from Georgetown University Law Center and his undergraduate degree from Tulane

University.

Operational Hotels CityLa Quinta Inn & Suites Houma, LAComfort Inn & Suites Houma, LAMainstay Suites Houma, LASleep Inn & Suites Berwick, LAComfort Inn New Orleans/Marrero, LAComfort Suites New Orleans/Harvey, LABest Western Plus New Orleans/Chalmette, LAHampton Inn & Suites by Hilton New Orleans/Harvey, LA

Hotels Under Construction:Courtyard by Marriott New Orleans/Gretna, LA Fairfield Inn & Suites by Marriott Houma, LA Fairfield Inn & Suites by Marriott Panama City Beach, FL

Future Hotel Developments:Fairfield Inn & Suites Galveston, TXHomewood Suites by Hilton New Orleans/Gretna, LAHoliday Inn Express by IHG New Orleans/Chalmette, LA

Future Site Developments:Brands Under Consideration New Orleans/Gretna, LABrands Under Consideration Panama City Beach, FL

BN Management Portfolio

Hotels Under-ConstructionCourtyard by Marriott

Location: New Orleans/Gretna,

Louisiana

123 Rooms

Completion Date: September 2015

Fairfield Inn & Suites by Marriott

Locations: 1. Houma, Louisiana

92 Rooms

Completion Date: November 2015

2. Panama City Beach, Florida

109 Rooms

Completion Date: February 2016

Future DevelopmentsHoliday Inn Express by IHG

Location: Chalmette, Louisiana

77 Rooms

Construction Date: FALL 2015

Homewood Suites by Hilton

Location: New Orleans/Gretna,

Louisiana

105 Rooms

Construction Date: FALL 2015

Gretna Land DevelopmentLocation: New Orleans/Gretna, LA

Brands Under

Consideration

A $70 million master planned mixed use

development by BN Group.

Panama City Beach DevelopmentLocation: Panama City Beach, FL

Brands Under

Consideration

Hampton Inn & Suites Harvey, LANewly Opened: May 2014

Comfort Inn Marrero, LAPIP Renovation Completion: January 2015

After

La Quinta Inn & Suites Houma, LAPIP Renovation Completion: April 2015

After

After

Before Before

La Quinta Inn & Suites Houma, LAPIP Renovation Completion: April 2015

Before Before

AfterAfter

Most Recent Awards

Booking.com Excellence Award Hotels.com Guest Satisfaction Award

Most Recent AwardsTrip Advisor Certificate of Excellence 2015 Winner

Most Recent AwardsTrip Advisor Certificate of Excellence 2015 Winner

BN Management CompanyCore Competencies

Human Resources

1. Team member recruitment,

screening, behavioral

interviewing, and selection

2. New-Hire onboarding and

orientation

3. 90-day and Annual Performance

Appraisals and Professional

Development Plans (PDPs)

4. Monthly 1x1s

5. Monthly GM Performance Report

Cards

6. Quarterly Management Training

Conferences and Team Building

Events/Outings

7. Quarterly Legal Review for All

GMs, AGMs, and Above-Property

Personnel

8. Quarterly Standard Operating

Procedure (SOP) Updates and

Subsequent Training/Skill

Building for GMs and AGMs (i.e.

BN Guest Delight Program –

Great 28, BN Housekeeping

Secrets/Best Practices, BN

“Purposeful Placement” Program

Guidelines, BN “Breakfast

Experience” Program, etc.)

9. Ongoing Monthly Training

10. Intimate Knowledge and

Execution of Brand Standards

Manual

11. Monthly Team Contests

12. Weekly Medallia Scrape and

Above-Property Coaching of GMs

and AGMs

13. Daily Hotel Stand-Up/Huddle

Meetings

14. Monthly Team "Care Committee"

Meetings

15. Regular (Weekly) Above-Property

Operations Supervisor Trip

Reports and Documented QA

Inspections/Reviews to Follow-

Up Weekly Property Visits

16. Management Bonus/Incentive

Plans

17. Coaching and Counseling

18. Weekly GM Comprehensive

Update Reports and Consolidated

“Recap/Overview/Critique” from

Above-Property Operations

Supervisor to All Field/Hotel

Personnel to Ensure High Levels

of Communication, Transparency,

and Teamwork/Collaboration

19. Use of “Hotel Effectiveness”

Labor Scheduling and Payroll

Monitoring/Control

20. Balanced Scorecard Approach to

Metrics Measurement,

Performance Planning, Reward,

and Recognition

21. Hotel Specific Employee of the

Month Program and Manager of

the Quarter Program for Reward

and Recognition of Stellar

Performance

22. Brand Management Certification

23. AH&LA Educational Institute

Certifications Across All Hotel

Disciplines

24. Benefits Administration

25. Employee Hotline

Revenue Management

1. Daily Call-Arounds and Electronic Shops

2. Weekly STR Analysis

3. Weekly Revenue Management Strategic and Tactical Review Conference Calls

4. Competitive Pricing Reviews

5. Extended Stay Revenue Management Strategy, Pricing, Tactics, and Nuances (LOS Tiers, etc.)

6. Transient vs. Group Mix

7. Maintenance of Group Rooms Control Log (GRC) and Booking Pace “Back Log”

8. Managing Convention/Citywide Compression

9. Reservations Mystery Shopping – Front Desks and CROs

10. Reservations Call Conversion Monitoring

11. Reservations and Front Desk Arrival Upselling Training

12. Mastery of Brand-Specific Automated Rates and Inventory Management (i.e. GRO and NetRez)

13. Market Segmentation Tracking, Consolidation, and Analysis

14. OTA Management and Maximization

15. Stay Pattern, LOS, Arrival Restrictions, and Other Controls Coordination

16. Special Events Supply/Demand Balance Management

17. Booking Window and Pace Monitoring and Reporting

18. 30/60/90 and 10-Day Occupancy/ADR/Revenue Forecasting

Sales & Marketing

1. Sales Training and Culture for Hotel

Personnel (Marketing is a philosophy, not

just a department!)

2. “Boots on the Ground” Direct Sales

Efforts in Convenience Zone (AKA

“Backyard”)

3. Market Segment and Geographic Sales

Professional Deployment

4. Account Penetration Strategy/Process

(Capture of ALL Departments in a Client

Organization with Lodging Needs)

5. Extended Stay Sales Techniques and

Nuances

6. Group Sales Pricing and Practices

7. Use of Group Rooms Control Log (GRC)

and Booking Pace “Back Log”

8. CNR and LNR Production-Based Sliding

Scale Pricing and Negotiation with

Quarterly Account Room/Night and

Revenue Production Review for Potential

Subsequent Rate Adjustments

9. Bi-Annual SWOT Analysis for All Hotels

in Comp Set and Subject BN Properties

10. Travel Click Hotelligence/Agency 360 6.

Market Vision

11. Annual Business/Marketing Plan

Preparation

12. Monthly Sales and Marketing Action

Planning and Budgeting

13. Quarterly Above-Property Business Plan

Reviews with GMs, AGMs, and Sales

Professionals

14. Brand Reservations Center Sales

Presentations

15. Brand Global Sales Department

Presentations and Relationships

16. Careful Management of RFP and

“Business Case” Season

17. Local Market Sales Blitzes

18. Joint GM/Sales Professional Sales Calls

19. Daily Lobby and Breakfast Ambassador

Program

20. Weekly Parking Lot Drive-Arounds and

Lobby Detective Visits

21. Weekly Competitor Reader Board

Review and Reporting

22. Weekly Sales/Operations Sandbox

Conference Calls

23. Weekly/Daily Review of Local Business

Journal, Trade Publications, and Other

Periodicals for Leads

24. Weekly Evening Manager's Social

25. CRM/Account Maintenance

26. Client and Prospect Appreciation Outings

and Events

27. Martha Stewart Site Tours

28. Telephone Prospecting and Qualifying

29. Rooms Contract Management with

provisions for cancellation and attrition,

etc.

30. Small Meetings Specialist

31. BN Express Shuttle Bus Transportation

32. Primary Brand and Vanity/Standalone

Website Maintenance

33. Targeted Print Media and Digital

Marketing Campaigns

34. FIT Program and State Welcome Center

Rack Cards/”FAM” Tour Sponsorships

35. Tour Operators and Wholesalers

36. Timeshare Sales Tour Allotments

37. Packaging

38. Cruise Ship-Related Demand, Strategy,

and Packaging

39. “Make Us Your Spare Bedroom”

Holiday Promotion

40. House of Worship Offering Program

41. Hospital, Nursing Home, and Funeral

Parlor Programs

42. Real Estate Office and Relocation Service

Programs

43. SMERFE Strategy/Program for “Need

Dates” such as weekends

44. Active Participation with CVB, Chamber

of Commerce, Local Government,

Military Bases, and Local Service Clubs

and Organizations

45. Brand Sales Management Certification

46. Active Participation with Brand Co-Ops

and Regional Marketing Organizations

eCommerce

1. Frequent Brand and Vanity Website Updates

2. Social Media

3. Online Review Sites

4. Consistent/Timely/Tailored Management Responses to

Every Online Review (i.e. Trip Advisor, Yelp, Medallia,

SALT, GIS, GSS, etc.)

5. Use of Guest Satisfaction Metrics Competitive Analysis

Tools (i.e. Revinate, iResponze, etc.)

6. Participation in Constant Contact-like eMail Campaigns

7. Participation and Allotment Management with All

Channels of Distribution, OTAs and Opaque Sites

Included (as needed for RevPAR growth)

8. Electronic Special Promotions (i.e. Pay per Click Travel

Ads with Expedia, etc.)

9. Digital Marketing for Smartphones and Tablets

10. QR Codes as Marketing and Survey Links

11. Groupon and Other Promotional Push Notifications

12. Text Campaigns

13. Links to Booking Engines for Client/Guest Use

14. Website Linking Across all appropriate Demand

Generator Sites

15. Huge Focus on Promoting “Points of Interest” and

Attractions

16. Frequent Global Positioning System (GPS) Monitoring

and Updates

17. Partnership with Digital Marketing and SEO Specialists

for Maximum Exposure/Impressions/Search-ability,

placement, and sort order results

18. Electronic Reservations Confirmations and Guest

Satisfaction Surveys

19. Commitment to Staying Current with Evolving

Technology

Finance & Accounting

1. Hotel Accounting System

Administration, utilizing Webvue

for (Hotel level) Web Reporting,

Centralized and Controlled by

Profitvue (Corporate level)

2. Accounts Payable Administration

3. Invoice Coding and Categorization

Process

4. Accounts Receivable

Administration

5. Direct Billing Credit Approval

Process

6. Labor Scheduling and Payroll

Control Systems

7. Payroll and Benefits Processing

8. Operating Expense Monitoring,

Reporting, and Control

9. P&L Budget and Prior Year

Variance Explanations tied to

CPOR, CPAR, Actual Dollars, and

Percent of Revenue

10. Bulk Purchasing Agreement

Monitoring

11. Sundry Shop/Lobby Market

Purchasing and Inventory Controls

12. Inventory System Coordination,

Review, and Analysis to Include

Food and Beverage, Sundries,

Linen/Towels, Office Supplies,

Amenities, Housekeeping and

Maintenance Supplies, Equipment,

and Small Tools

13. Daily Report Review, Balance

Process, and Consolidation

14. General Ledger Administration

15. Ancillary Income Review

16. Cash Management and Cash Flow

Forecasting/Projection

17. Financial Statement Preparation,

Review, and Analysis – Monthly

and Mid-Month

18. Annual Budgeting Process

19. Quarterly Internal Financial

Compliance Audits Conducted by

Above-Property Auditor at All BN

Hotels

20. Flex/Flow Reporting and Analysis

21. Capital (Financial Side) Planning

22. New Construction Financing

23. Bank Relationship Management

24. Tax Administration and

Coordination/Collaboration

Directly with CPA Firm

25. Legal Compliance of Hotel

Accounting

Engineering/Facilities

Administration1. Deployment of Corporate Engineer

2. Deployment of Hi-Tech Commercial Contractors as needed

3. Documented Preventive Maintenance (PM) Program for ALL Areas of the Hotel and ALL Equipment

4. Use of Tools Such as “Service Pro” for Guest Services, Special Requests, Housekeeping, Preventive Maintenance, and

Maintenance Ticket Automation

5. Strong Relationships with Code Enforcement, Health Department, and Other Governmental Agencies

6. Safety and Emergency Procedures Manual at Every Hotel with Monthly Staff Training Around It

7. Monthly Safety Committee Meetings and Property Walks

8. CPR and First Aid Trained and Certified Staff Members

9. Comprehensive Internal Quality Assurance (QA) Inspection Program – GM/AGM, Department Supervisors, and Above-Property

QA Personnel

10. Annual Capital Improvement Planning and Timely Execution

11. Aggressive Housekeeping Reporting Process for Maintenance Deficiencies Noted

12. Expert Coordination and Execution of Brand Product Improvement Plan (PIP) Requirements

13. Ongoing, Monthly Property/Facility Upgrades and Repairs to Maintain Like-New Condition, Freshness, and Relevance to Guest

Needs

Development

1. Accumulation of Capital War Chest for New Development via Conventional/Traditional Means, Solid Group of Existing Investors

due to Stellar Operating and ROI Performance Track Record, as well as through our New Orleans and Gulf Coast Regional Center

(NOGC-RC), an International Capital Investment Program Endorsed/Sanctioned by the United States Government’s EB-5

Program

2. Expert Track Record of Successful Site Selection

3. Feasibility Study Coordination

4. Solid History of Identifying and Affiliating with the Best Possible Hotel Brand for Each Site

5. Portfolio Expansion Targeting Conversion/Upgrade from “Starter/Lower End Brands” to More Sophisticated and Higher-Rated

Industry-Leading Superior Brands Under the Umbrellas of Marriott, Hilton, IHG, etc.

6. Affiliate Ownership of Hi-Tech Commercial Contractors, a Full-Service Construction and Procurement/Design Company Provides

for a Seamless, On-Budget, and On-Time Execution and Flow from Each Phase of Development to the Next

7. Our Development Pipeline is Already Robust with No End in Sight for Future Projects