After about a year of planning and six to nine months negotiating a friendly exit, the team kept responsibility for the deals done over the previous five or ten years, continuing to asset manage them through disposition. Tamarack's first three deals were then done with repeat capital partners.

Turner prefers smaller forums such as the AHLA roundtable, the Hotel Asset Managers Association and ULI, where you meet people outside a deal. She advises volunteering to organise events or become an officer, because giving extra beyond attending creates more meaningful relationships.

She asked the head of her firm, was turned down, and went back saying she disagreed and offering to bring capital partners to explain her value. It took her a week to ask someone to call her boss, but going back felt better than accepting the first no.

The appraisal favoured Tamarack, but the mayor would not sign because a nearby lot sold for less. The team offered to pay more for the land if the city paid more to manage its convention centre, a fee stream they could capitalise when they exit, and the mayor signed.

Take as many negotiation classes as you can, because you will negotiate constantly, from salary to hotel acquisitions. Negotiate in a way that does not cut off relationships, and if you are on the investment side, stay there rather than stepping out.