Value-Add Strategies • 20/04/2026 Andaz Vienna becomes Hyatt Regency: when a lifestyle-luxury conversion admits the operating model was wrong
Owner–Operator Alignment • 24/06/2026 Hotel management company selection in 2026: the evaluation framework that goes beyond fee structure and references
Owner–Operator Alignment • 05/06/2026 Owner-centric franchise terms in 2026: the five negotiation levers that did not exist three years ago
Portfolio Strategy • 13/05/2026 Hotel brand positioning that survives a conversion: the four positioning axes owners should negotiate before signing
Portfolio Strategy • 29/07/2026 The midscale land grab: why the Big Three are all chasing the same segment at the same time, and what it means for owners caught in the middle Strategic guide to midscale hotel brand strategy, with STR and CBRE data, a worked conversion ROI example, and practical advice on upper midscale franchise fees, soft brands and independent hotel positioning.
Owner–Operator Alignment • 20/07/2026 How South Place Hotel’s affiliation with a global hotel chain reshapes owner–operator alignment How South Place Hotel’s membership in Preferred Hotels & Resorts reshapes owner–operator alignment, revenue strategy and exit options for a boutique luxury hotel in London’s City district. by Nia Mwangi
Owner–Operator Alignment • 07/07/2026 How townhead village hall challenges the logic of hotel chain affiliation for owner–operator alignment How Townhead Village Hall in Glasgow challenges default hotel chain affiliation logic and what hotel owners, asset managers, and investors can learn about independent positioning, community-focused programming, and owner–operator alignment. by Priya Shah
Owner–Operator Alignment • 05/07/2026 How the Manor House chain affiliation reshapes owner–operator alignment in luxury hospitality How The Manor House in Castle Combe uses a manor house chain affiliation with Exclusive Collection to align owners and operators, protect a historic asset, and optimise luxury hotel performance through governance, commercial strategy, and data-driven asset management. by Jasper Fitzgerald
Hotel Asset Performance • 03/06/2026 The labor contract cliff: what smart operators are preparing for before the NYC union deadline hits June 30 How the 2026 NYC hotel labor contract cliff will reshape hotel asset performance, from wage modeling and RevPAR impact to contingency planning, technology, and portfolio strategy.
Value-Add Strategies • 08/05/2026 Conversions as the real growth engine: the owner-side economics the brand pitch decks do not show you A detailed guide for hotel owners and investors on treating hotel brand conversions as disciplined value-add projects, covering P&L impact, capex, contracts, asset selection and market signals. by Jasper Fitzgerald
Group Strategy & Vision • 04/02/2026 Elevating operational excellence: managed services as a strategic lever in the hospitality industry Explore how managed services drive operational excellence, security, and guest satisfaction in the hospitality industry. Insights for leaders, asset managers, and investors. by Cassian Lovegrove
Group Strategy & Vision • 30/01/2026 Understanding ownership and strategic value: who owns the rise hollywood and its impact on hospitality asset management Explore who owns The Rise Hollywood, its strategic acquisition, and the impact on hospitality asset management, development, and investment in Los Angeles. by Jasper Fitzgerald
Elevating leadership: corporate governance in hospitality for strategic growth Group Strategy & Vision • 26/01/2026 Elevating leadership: corporate governance in hospitality for strategic growth Explore how corporate governance in hospitality drives strategic growth, ethical conduct, and stakeholder trust for leaders, asset managers, and hotel groups. by Elena Silverstein
Strategic KPIs • 24/01/2026 Understanding the strategic balance: hotel management and asset management in hospitality Explore the strategic differences between hotel management and asset management in hospitality. Learn how collaboration drives performance, revenue, and long-term value. by Jasper Fitzgerald
