Ed Brock is an award-winning journalist who has worked for various U.S. newspapers and magazines, including with American City & County magazine, a national publication based in Atlanta focused on city and county government issues. He is currently assistant editor at Asian Hospitality magazine, the top U.S. publication for Asian American hoteliers.
Originally from Mobile, Alabama, Ed began his career in journalism in the early 1990s as a reporter for a chain of weekly newspapers in Baldwin County, Alabama. After a stint teaching English in Japan, Ed returned to the U.S. and moved to the Atlanta area where he returned to journalism, coming to work at Asian Hospitality in 2016.
A pandemic winding down unevenly, a search for top executives following the resignation of the president and CEO, and a return to an in-person convention are some of the challenges awaiting incoming AAHOA Chairman Vinay Patel. By the end of his term, the association may look different from when he began, but Patel said its essential purpose, serving its membership, will remain the same.
“At the end of the day, I think that the direction we chose and the new strategic plan that we outlined over the last year is still in play,” Vinay said. “I think what will change is how do we get to that? I think the strategy and our long-term focus and what the association does for the membership, I don't think will change. But, it's just how do you get to that end goal as we probably will look at different options, especially with the new leadership coming in.”
The first challenge, in a temporal sense at least, has been the planning and execution of AAHOA’s 2021 Convention and Trade Show, during which Patel will officially take the reins from current Chairman Biran Patel. That decision was made possible by the gradual ending of the COVID-19 pandemic and subsequent cessation of restrictions in many states. Still, that optimism is threatened by a surge in the Delta variant in the U.S.
Perhaps the biggest challenge, however, comes from the resignation in June of Cecil Staton, AAHOA’s president and CEO since November 2019. It is to be followed by the resignation of Rachel Humphrey, executive vice president and COO, on Aug. 7, the day after the convention ends. Those departures set into motion a replacement process and opened the door for possible deeper changes in the way AAHOA is structured.
Moving in a new direction
The reasons for Staton and Humphrey’s resignations has not been fully explained. It was, at least partially, a decision by the board as well as by the two executives, Vinay said.
“It was probably a combination of it all,” he said. “It's just one of those things where we just want to move in a direction that made sense for all of us. We just felt like maybe this is an opportunity to give everybody what they needed to get done. So, it was probably a mutual thing for all parties.”
Like any time there is a change in leadership, Vinay said, there will likely be some changes in how AAHOA is managed.
“Even in my own hotels, when management changes, or people change, we look at the structural decisions,” he said. “Do we need this? Do we not need this? If we could, maybe we need to add more. So obviously, the new leadership team will look at and analyze what is needed and what is not needed and make decisions accordingly.”
Currently, Ken Greene, former Radisson Hotel Group president for the Americas and founder of Greenehouse Consulting, is the interim president and CEO. The board is putting together a search committee to find a permanent replacement, but Vinay said he could not say how long that process will take, nor could he specify what the new president will change.
“I think that the new leader that they will hire will be in a position to look at the different options, especially given the fact that we've had the top two people leaving,” Vinay said. “We've got a lot of new people, the vice president of franchising, vice president of education, we've got a vice president of government affairs, a lot of the new team members that came on board over the last four to six months. I think it's just a matter of, let's reanalyze what we have and see what options we have. And the key thing here is just to making sure that we serve the best interests of our membership.”
Some of AAHOA’s former chairmen have their own ideas about the direction the association should take now.
From the old guard
One change that should be made is to give more power to the board rather than the executives, said Mike Patel, AAHOA chairman from 1998 to 1999.
“The powers of the board have been taken over by the AAHOA office and they have turned it into a paper tiger,” Mike said. “Give the power to the AAHOA board to carry out the members’ needs and protect their livelihood.”
The new president should conduct a member poll to determine what those needs are, Mike said. Those needs, or at least the members’ perception of those needs, changes frequently, said Mukesh Mowji, chairman from 2006 to 2007.
For example, Mowji said some members have complained that recently AAHOA has focused too much on legislative advocacy and not enough on franchising issues.
“So the franchise issues people make noise, and previously it was the ‘politicos,’” he said. “Does not matter, there will always be a flavor of the month. But leadership should work on it with members interests in mind and continue moving forward.”
Regarding Staton and Humphrey’s resignations, Mowji said his corporate background gives hm perspective.
In June, Cecil Staton, foreground, AAHOA’s president and CEO since November 2019, stepped down. AAHOA also announced the resignation of Rachel Humphrey, executive vice president and COO, to be effective on Aug. 7, the day after AAHOACON 21 ends.
“If something is not a fit, you change it. Looks like the officers and the board of directors saw the lack of a fit, so they changed it,” he said. “No organization is static nor should it ever be, so the dynamics of change are warranted to refresh with new strategies and tactics. I am also a believer that controversy causes change, so let there be controversy.”
The new president’s top priority should be to reinvent AAHOA to bring back member enthusiasm and confidence, Mowji said. They also should institute more transparency, control expenses, bring back the enthusiasm of staff members and learn the complex cultural nuances involved in running the organization.
Mowji also said both the board and the staff have roles to play in running the organization.
“The board’s levels of authority and responsibility are absolute as the board must answer to the membership. It is an elected volunteer entity and while unpaid it is fully reimbursed, so they must be held responsible and accountable for their actions,” he said. “They establish the 'plan', then the staff executes that plan. The fundamentals of the governance is very good, but what was applicable then may not be now, and this organization is not static in time, it is and should be dynamic.”
The passing pandemic
One challenge AAHOA’s new president, whomever it may be, and Vinay may not have to face much longer is the COVID-19 pandemic. While vaccination rates are falling a little below goals set by President Joe Biden and variants of the virus are causing concerns of a new surge among the unvaccinated, most states have begun lifting travel restrictions, finally bringing relief to hotel owners nationwide.
Vinay said that AAHOA will have to change with the times while not forgetting the lessons learned during the outbreak.
“What we've learned over the last 18 months has been a lot of unknowns. And I myself, within my own business, looking ahead is a lot of unknown,” he said. “So, when you look at the association, looking at our members interest in what priorities, we have a lot of unknowns. But at the e
Last year, AAHOA held a virtual convention in August after the COVID-19 pandemic forced the cancellation of the in-person conference. Biran Patel had moved into the chairmanship prior to the conference, but made his inaugural address during the virtual conference.
nd of the day, we have to pivot and make changes as issues and problems arise.”
The association’s priorities, serving the members, will remain the same, he said.
“But, obviously, if there's something that comes up urgently or something that's important, that's more important than something that was before, we will always shift our priorities to what's in the best interest of our membership,” Vinay said.
At the same time, he said, the association will be keeping its eyes on the spread of the Delta variant of COVID-19, which has been found to me more contagious than the original. However, Delta still does not pose a threat to fully vaccinated individuals, health officials have said.
The pandemic was an ongoing issue for all of the outgoing chairman’s term, but Biran said it led to several proud moments as the association rose to the occasion.
Leading from a computer screen
The challenges of his year were unique, Biran said, particularly since so much of his leadership was done behind a computer screen.
“AAHOA typically hosts more than 150 events per year, and not being able to go out and meet our members, vendors, brands, and industry partners face to face certainly made for a different kind of leadership experience,” he said. “My priority as chairman was to ensure that we remained connected with those we serve and those with whom we work, and I feel that we achieved that as best we could. This pandemic was yet another reminder that you can do everything right, but that events outside of your control will ultimately dictate how things turn out.”
Biran said he is most proud of how the organization and members pivoted to meet the pandemic conundrums.
“There was so much that we did not know about this virus and how it would impact our businesses and our country. AAHOA found new ways to engage with members to help them navigate theuncertainty our industry faced,” he said.
That included creating more than 200 webinars with the majority addressing COVID-specific issues, Biran said. In lieu of the in-person events, they held a virtual convention and trade show, regional conferences, and town halls to maintain connections. It also facilitated an exchange of information and ideas on addressing the pandemic's challenges together.
“On the advocacy front, AAHOA was instrumental in urging the administration to grant affiliation waivers. This meant that owners with multiple properties could secure PPP loans for each hotel. AAHOA helped hoteliers navigate new government stimulus programs and work with lenders on forbearance,” Biran said. “Our advocacy team also focused on helping owners address liability issues with regard to reopening or staying open. We brought hoteliers and lawmakers together so our elected officials could make more informed decisions about how to best help small businesses during this crisis.”
The weakening of COVID’S grip on the country has allowed AAHOA to hold its convention in person this year. However, that doesn’t mean it’s been easy.
Putting on a show
Organizing the show has been a challenge, Vinay said.
“We've planned this over the last probably eight to 12 months and, back in September, October and November, we knew that we were planning for six-foot social distancing,” Vinay said. “And then, as you go through the process, as things are loosening up, we're pivoting as things come along.”
The planners added a welcome reception recently, he said, as well as some smaller entertainment.
“It's been challenging, because you just don't know. And it's hard to prepare. So here you are literally 60 to 90 days, and you're trying to do something that you should have been doing probably six months ago, but just the fact that we just we just don't know what we could do,” Vinay said. “But I think that our team has done a great job in putting things together.”
They are budgeting for 4,500 to 6,000 people, and they expect the trade show will be the largest ever.
“I think it's an incredible accomplishment if you think about it, to have a convention right after COVID. And then to come back with a convention with that size and that magnitude,” Vinay said. “And well executed really well from a safety perspective.”
Vinay attended the Hunter Hotel Conference in Atlanta in May and studied how that show was conducted.
“I was surprised at how well they executed, I thought that they did a great job,” he said. “I think we're all prepared and ready to go. But, obviously, when you go to these different conferences, you see what works and what doesn't work.”
Vinay also saw how important it is to get back to in person meetings.
“When you have virtual meetings, and they're great, there's nothing wrong with virtual meetings, nothing wrong with it,” he said. “But I think when you do face to face, it's just a big difference.”
Choice launched two campaigns to boost bookings across its four extended-stay brands.
Based on guest feedback, the campaigns focus on efficiency, cleanliness, value and flexibility.
They will run through 2026 across social media, Connected TV, digital display and online video.
CHOICE HOTELS INTERNATIONAL launched two marketing campaigns to increase brand awareness and bookings across its four extended-stay brands. The "Stay in Your Rhythm" campaign promotes all four brands by showing how guests can maintain daily routines, while "The WoodSpring Way" highlights the service WoodSpring Suites staff provide.
The company has more than 550 extended-stay locations open, 51 under construction and more than 350 in the pipeline under Everhome Suites, MainStay Suites, Suburban Studios and WoodSpring Suites, Choice said in a statement.
"As leaders in the extended stay segment, Choice Hotels has long understood that this category is unlike any other in the hospitality industry, defined by distinct guest expectations that we continuously strive to exceed," said Noha Abdalla, Choice’s chief marketing officer. "These first-of-their-kind campaigns reflect our deep understanding of why people stay longer — from work assignments and relocations to life transitions and personal journeys. No matter the reason, we know our guests aren't looking to escape their routines; they're looking to maintain them. That's why we take pride in our unique position to offer what matters most: consistency, comfort and connection."
Both campaigns are based on research and guest feedback showing travelers prioritize efficiency, cleanliness, value and flexibility, the statement said. They will run through the rest of the year and into 2026 across paid social media, Connected TV, digital display and online video.
The "Stay in Your Rhythm" campaign shows how Choice's extended-stay brands support routines with in-room kitchens, laundry, fitness centers and pet-friendly options, Choice said. It focuses on daily habits like making coffee, cooking, walking the dog, or exercising.
"The WoodSpring Way" highlights how property teams support guests by providing home-like conveniences, the company said. General managers in Chicago, Denver, Atlanta and Orlando are featured for creating a consistent guest experience and welcoming all guests, including pets.
"We've designed our extended stay properties to ensure we provide guests with everything they need when circumstances take them away from home for weeks at a time," said Matt McElhare, Choice's vice president for extended stay brands. "Through the launch of our campaigns, we aim to educate the growing population of extended stay travelers on how our brands offer the best value in the industry, while also highlighting the culture of our flagship brand, WoodSpring Suites, which has consistently set the standard for guest satisfaction in the segment. We're especially thankful to our owners and management company teams who help build and sustain this culture on property, consistently delivering a great guest experience."
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Amex GBT and Chooose are launching a hotel emissions tracking tool to calculate users’ Hotel Carbon Measurement Initiative reporting requirements.
Emissions data in Amex GBT’s Global Trip Record and Data Lake ensures consistency across travel programs.
In January, Finland-based Bob W found hotel carbon emissions are five times higher than HCMI estimates.
SOFTWARE FIRMS AMERICAN Express Global Business Travel and Chooose are launching a hotel emissions tracking tool in the third quarter of 2025. The new tool, integrated into Amex GBT’s platforms, will provide standardized hotel emissions data to calculate users’ Hotel Carbon Measurement Initiative reporting requirements.
Chooose, which allows airline passengers to offset flight emissions, uses a hotel emissions calculation methodology aligned with HCMI reporting requirements, according to the companies. Clients can select emissions factor providers, including the UK Department for Business, Energy & Industrial Strategy and Greenview, both aligned with the same methodology, Amex GBT said in a statement.
“This is about giving our clients better data, better tools and better decision-making power,” said John Sturino, Amex GBT’s senior vice president for product and engineering. “We’ve engineered this capability to deliver more granular emissions data, deeply integrated into our platforms, so customers can access the insights they need, where they need them.”
Emissions data stored in Amex GBT’s systems include the Global Trip Record and Data Lake, the statement said. It complements traveler-facing hotel sustainability tools at point of sale, such as eco badges and filters for hotels with EV charging. The tool also supports Amex GBT’s Consulting and Meetings & Events teams with reporting capabilities.
Nora Lovell Marchant, Amex GBT’s vice president of global sustainability, said more accurate data can help companies assess the environmental impact of their travel programs.
“It’s part of our broader effort to provide the tools and insights that support more sustainable travel choices,” she said.
HCMI is a free tool created by the World Sustainable Hospitality Alliance for hotels to calculate the carbon footprint of hotel stays and meetings in their properties.
In January, Finland-based hospitality operator Bob W found that hotel carbon emissions are five times higher than estimates from frameworks such as HCMI. Bob W and UK-based consultancy Furthr developed the Lodging Emissions & Guest-night Impact Tracker to provide a broader view of the sector’s environmental impact.
Marriott International completed its $355 million acquisition of citizenM, a Netherlands-based select-service brand.
Integration into Marriott’s systems is underway.
Founded in 2008 by Rattan Chadha, citizenM targets travelers seeking smart room design, shared spaces.
MARRIOTT INTERNATIONAL COMPLETED its $355 million acquisition of citizenM, a Netherlands-based select-service brand founded by Rattan Chadha, as announced in April. CitizenM’s portfolio includes 37 hotels with 8,789 rooms across more than 20 cities in the U.S., Europe and Asia Pacific.
Its pipeline of two hotels totaling more than 300 rooms is expected to be added to Marriott’s portfolio, the company said in a statement.
“As travelers continue to seek lodging that blends technology with service, citizenM is a strong addition to our portfolio,” said Anthony Capuano, Marriott’s president and CEO. “Marriott has a track record of growing select-service lifestyle brands, including AC, Moxy and Aloft and we look forward to expanding citizenM’s global reach with our guests and Marriott Bonvoy members.”
With the acquisition complete, Marriott will begin integrating citizenM into its systems, the company said. Until integration is finished later this year, citizenM properties will remain bookable through citizenM’s digital channels. Subscription program members will continue to receive benefits, with more details to follow after integration.
Once integrated, citizenM will join the Marriott Bonvoy loyalty program.
Founded by Chadha in 2008, citizenM targets travelers seeking smart room design, common areas with artwork and local artifacts, shared living rooms, meeting spaces, grab-and-go F&B and rooftop decks.
Hilton reported 7.5 percent net unit growth in the second quarter while systemwide RevPAR declined 0.5 percent year-over-year.
Net income and adjusted EBITDA for the first half of 2025 were $742 million and $1.8 billion, up from $690 million and $1.67 billion YoY.
For the third quarter of 2025, Hilton expects systemwide RevPAR to be flat to slightly down.
HILTON WORDLWIDE HOLDINGS reported 7.5 percent net unit growth in the second quarter of 2025, however systemwide RevPAR declined 0.5 percent year-over-year. The company said economic fluctuations are being felt but not hindering performance.
The company approved 36,200 rooms for development, bringing its pipeline to a record 510,600 rooms, up 4 percent year-over-year excluding acquisitions and strategic partner hotels. It added 26,100 rooms in the quarter, resulting in 22,600 net additions and 7.5 percent net unit growth over the year, Hilton said in a statement.
“We continued to demonstrate the power of our resilient business model as we delivered strong bottom line results in the quarter, even with modestly negative top line performance given holiday and calendar shifts, reduced government spending, softer international inbound business and broader economic uncertainty,” said Christopher Nassetta, Hilton’s president and CEO. “With that being said, we believe the economy in our largest market is set up for better growth over the intermediate term, which should accelerate travel demand and, when paired with low industry supply growth, unlock stronger RevPAR growth.”
Meanwhile, on the development side, Nassetta said growth was strong.
“We achieved the largest pipeline in our history, and we remain confident in our ability to deliver net unit growth between 6 percent and 7 percent for the next several years,” he said.
Systemwide comparable RevPAR declined 0.5 percent for the three months ended June 30, 2025, compared to the same period in 2024, due to lower occupancy partially offset by ADR gains, the statement said. For the six-month period, RevPAR rose 1 percent year-over-year, driven by higher ADR. Management and franchise fee revenue rose 7.9 percent year-over-year.
Net income and adjusted EBITDA were $742 million and $1.8 billion, respectively, for the six months ended June 30, compared to $690 million and $1.67 billion for the same period in 2024.
Pipeline and outlook
Hilton opened 221 hotels totaling 26,100 rooms in the second quarter of 2025, resulting in 22,600 net room additions. Its luxury and lifestyle portfolio grew to more than 1,000 hotels globally.
Hilton added 36,200 rooms to its development pipeline in the second quarter. As of June 30, the pipeline totaled 3,636 hotels with 510,600 rooms across 128 countries and territories, including 29 where it had no existing hotels.
Nearly half of the rooms were under construction with more than half outside the U.S.
Hilton projects systemwide comparable RevPAR to range from flat to up 2 percent in 2025 compared to the prior year. Net unit growth is expected between 6 percent and 7 percent. The company anticipates adjusted EBITDA between $3.65 billion and $3.71 billion, with general and administrative expenses projected between $420 million and $430 million. Net income is expected to range from $1.64 billion to $1.68 billion.
For the third quarter of 2025, Hilton expects systemwide comparable RevPAR to be flat to slightly down from the same period in 2024. Adjusted EBITDA is projected to range between $935 million and $955 million, while net income is expected to be between $453 million and $467 million.
Peachtree provided a $42 million floating-rate loan to Banyan Street Capital for the acquisition and repositioning of Atlanta Financial Center in Buckhead.
The deal delivers capital at a reset basis, with comps pricing 98 percent higher, reflecting strong collateral and execution.
It recently launched a $250 million fund to invest in hotel and commercial assets mispriced from market illiquidity.
PEACHTREE GROUP PROVIDED its first mortgage loan to Banyan Street Capital for the acquisition and repositioning of the 914,774-square-foot Atlanta Financial Center in Buckhead, Georgia. Peachtree said the office sector is at an inflection point, similar to the retail segment previously.
The $42 million floating-rate loan has a 36-month initial term and a 12-month extension option, with interest and completion guarantees from Banyan Street. The deal provides flexible capital for transitional assets at a reset basis, with comparable transactions pricing 98 percent above the loan basis, reflecting collateral strength and execution, Peachtree said in a statement.
“This transaction highlights how private credit continues to fuel opportunities across the commercial real estate landscape,” said Daniel Siegel, Peachtree’s president and principal of CRE. “In today’s volatile environment of elevated interest rates and persistent inflation, private credit remains a critical source of capital.”
Siegel said negative sentiment is preventing some from seeing opportunities.
“The market is bifurcated, with most vacancy tied to troubled assets, and when you adjust for those, the fundamentals tell a different story,” he said. “While sentiment will take time to shift, we’re ready to back smart business plans in this space.”
The private credit market continues to fill the gap left by traditional lenders, providing certainty for sponsors with defined strategies, the statement said.
Atlanta-based Peachtree is led by CEO and managing principal Greg Friedman, managing principal and CFO Jatin Desai and principal Mitul Patel.
“This transaction reflects a careful approach to how we de-risk—by structuring a basis reset in a top submarket with an experienced sponsor and a clear repositioning plan,” Siegel said.
Banyan plans to reposition AFC, starting with leasing the North Tower, using reserves for capital expenses, tenant improvements, and leasing. It will also explore larger tenants and redevelopment options.
While the broader office market faces headwinds, Buckhead remains a strong submarket, supported by financial firms, MARTA access, highway connectivity and retail and hospitality infrastructure, Peachtree said. Limited new supply, declining sublease inventory, and steady tenant demand position Buckhead and AFC for recovery and growth.
“Borrowers are seeking flexible capital that can adjust to changing market conditions, and that’s what we’re delivering,” said Jared Schlosser, head of originations and CPACE at Peachtree. “By providing execution certainty, we’re giving sponsors the runway to carry out their plans.”
Peachtree recently launched a $250 million fund to invest in hotel and commercial real estate assets mispriced due to capital market illiquidity.