Built alongside
the operators we know.

Nick spent most of his career as a chef before moving into multi-unit operations and overall F&B performance. That path is the reason HDS exists. He learned the business on the line, then in the office, and kept hitting the same wall: the numbers that should have driven the decision arrived too late, in the wrong format, or not at all.

His work now sits on the seam he spent years crossing: concept and culinary on one side, P&L and performance on the other. He builds the reporting, forecasting, and decision systems that would have changed his own calls when he was the one solely accountable for the result, and he is relentless about whether they get used on the floor. A dashboard nobody opens is not a system. His operating principle predates the company: the relentless pursuit of continuous improvement. The model is never finished, only better than last week.

Outside the work, Nick trains the way he operates: Brazilian jiu-jitsu, weightlifting, endurance sport. Same instinct, different problem.

Peter built his career on the commercial side of hospitality, across hotels, independent restaurants, and sales leadership. He spent years on one problem: the front line always knew something the reports did not surface in time, and leadership made the call without it. HDS is what he built to close that gap.

At HDS, Peter owns the data layer modern hospitality should run on: clear forward signals, defensible pricing, F&B economics that hold up at the ownership review, and AI workflows that compound instead of dying as pilots. The conviction predates the company. Hospitality is an instinct business, but instinct gets sharper when it is backed by numbers a leader can act on.

Away from the work, Peter is a dedicated student of mezcal, down to the village and the agave.