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 senior 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.
AT THE 2024 AAHOA Convention & Trade Show held last week in Orlando, Florida, history was being made at the same time it was being recalled. Miraj Patel assumed his role as the youngest chairman the association has had, while his predecessor Bharat Patel and AAHOA President and CEO Laura Lee Blake spoke on the legacy that led to the association’s current success.
AAHOACON24, the 35th national conference for the association, saw more than 7,000 registered attendees and 524 exhibitors at the Orange County Convention Center, blocks away from Disneyworld and Universal Studios. It included more than 44 education sessions and had two times the number of sponsors than in 2023 with 26. Event revenue was 6 percent higher than 2023 and 31 percent higher than in 2022. The tradeshow sprawled over more than 84,500 square feet of exhibit space.
In a speech during the first general session, Bharat presented his theory on what led to AAHOA’s current status: compound success.
Success breeds success
“Because AAHOA is forever growing and improving for our association and our members, success is an ongoing journey, a journey that will take us to greater heights and major milestones,” Bharat said. “Think of it in accounting terms. We're all familiar with the financial concept of compound interest. So, let me offer a new take on an old idea called compound success.”
Bharat said AAHOA has seen its highest record of achievements for the past 35 years.
“We are earning success today based on success achieved by all leaders and members who came before us,” he said. “These visionaries created a foundation of success for us on which we are standing today, on which we are building today, building on that foundation for future generations. And just like every layer of brick in your home is built on the previous layer, a whole lot is achieving layer upon layer upon layer of success that's carefully built on those who came before.”
On stage during AAHOACON24 are, from left, newly installed AAHOA Chairman Miraj Patel, immediate past Chairman Bharat Patel, U.S. Sen. Rick Scott, AAHOA Vice Chairman Kamalesh “KP” Patel and past Chairman Nishant “Neil” Patel.
One indicator of that success is the fact that Indian Americans started as outsiders but now have increased their influence over the hospitality industry and society as a whole. That shows in AAHOA’s advocacy efforts, Bharat said.
“Government officials at all levels now pay attention when our members speak up and speak out,” he said. “Government agencies and legislators now come to us regularly to hear our opinion, learn from our expertise and understand our point of view. This leads to real results that positively impact the lives of our members.”
One example of that influence came as a result of Choice Hotels International’s recent failed effort to acquire Wyndham Hotels & Resorts. AAHOA spoke out against the proposed transaction to the Federal Trade Commission saying it would not pass antitrust review.
“Choice voluntarily decided to abandon its acquisition, but the situation also shows that government with its elected officials or regulators are forced to take action when concerned citizens are making their voices heard, loud and clear,” Bharat said.
Bharat gave six examples of how AAHOA’s legacy grew over the past year under his chairmanship.
The launch of the new version of MyAAHOA.com.
Raising more than half a million dollars in contributions for AAHOA’s political action committee.
Holding 25 regional conferences and trade shows that helped almost 5000 hoteliers with professional education and networking.
Holding the second annual HerOwnership conference to promote women succeed in the hotel industry.
Continued to offer “back-of-the-house” tours for members of Congress and elected officials, so they can experience firsthand what it takes to run a hotel.
“Traveling the road to success has not been easy for either AAHOA or our members, and the journey hasn't been a sprint, it's been a marathon because building things that are worthwhile takes time,” Bharat said. “It takes hard work, it takes endurance and it takes an uncompromising commitment to our members.”
What AAHOA does today will determine it’s future success, Bharat said.
“Today's success is based on yesterday's success, and today's success will help build still further success tomorrow,” Bharat said. “Compound success has provided the framework for AAHOA’s progress during the past 35 years. It will shape our progress for the next 35 years and beyond.”
In closing, Bharat said there is always a price for taking action, but the same can be said for inaction, especially if it means letting inequality and inequity prevail.
“I can report to you today with confidence and pride that your board and I stay firmly focused on the philosophy of members first. We didn't just do what looked good or sounded good, we did what we believed was actually best for our members,” he said. “We didn't make watered down compromises and we didn't pursue weak party initiatives. Instead, we made decisions that will turn our owners into better, happier owners and more successful.”
A lesson in AAHOA’s history
Blake began her general session presentation by also highlighting the idea that AAHOA is defined by its members struggle to realize the American dream. It’s the story of immigrants who came to the U.S. “with only a suitcase and a hope for a better life,” she said, but who now own more that 60 percent of the hotels in the country.
It’s also a story her family shares, Blake said.
“My family also emigrated to the Americas in the 1900s. I am 100 percent Dutch,” Blake said. “My grandfather came over from Holland when he was only 17 years old. He barely had two pennies to rub together and only one suit to wear. He came through Ellis Island, made it to a small town in Iowa and started a family there. It's where I grew up.”
AAHOA President and CEO Laura Lee Blake spoke during AAHOACON24 on the legacy that led to the association’s current success.
Her father was a Pontiac and Buick dealer and a General Motors franchisee, Blake said. In her childhood he faced many of the challenges as a franchisee that AAHOA members face on a daily basis.
“When I hear stories of our members getting their start in the business, cleaning toilets and making beds, I am reminded of the days when I used to have to climb up a ladder to wash the 20-foot showroom windows in my father's business, and clean the dirty pickup trucks of the farmers who brought them in for service,” Blake said. “We all started by rolling up our sleeves and tackling the issues head on. It's what I love about AAHOA, it is made up of members who had unique beginnings.”
Blake said she is reminded of the history of the association she represents every day as she walks to her office past pictures of AAHOA’s past chairs. Many of them she served as AAHOA’s attorney.
“It might seem trivial or even silly to some, but every morning, I say hi to them as I walk by,” Blake said. “It is a reminder of the great honor and privilege I have personally, but also that we all carry together to continue to build on the history of AAHOA’S leadership.”
She pointed out that AAHOA’s original purpose was to combat racism against Indian Americans that was rampant in the industry at that time. As the association’s attorney, she played an active role in that fight.
“I recall a period only 10 years ago, when ‘American owned’ signs started popping up across this country to distinguish and degrade AAHOA member owned hotels,” Blake said. “It was a practice that implied that these hotels were somehow better than those hotels owned by immigrants and was a threat to their livelihood. Again, I saw the strength and unity of AAHOA as we lobbied and educated the world that our members are loyal Americans who are achieved the true American dream.”
In 2007, past Chairman Mukesh Mowji and is then Secretary Tarun Patel asked Blake and her law department to prepare a progress report on fair franchising to evaluate if franchisers were aligned with AAHOA’s 12 Points of Fair Franchising. Later, past Chairman ChandraKant “CK” Patel and Blake traveled the country and met with the franchisers to discuss their practices.
“Then there was a time when a noted leader of the franchise advisory council made cutting discriminatory remarks against Indian hoteliers. At first, the person denied making such comments, but Past Chair Jimmy Patel had recorded them on his phone, so the evidence was there,” Blake said. “I wrote several strongly worded letters to the groups involved. I think that was actually the only time that our then President Fred Schwartz did not ask me to soften the tone because we were all so highly offended. I actually teared up, because the discrimination was real, and it was personal.”
Charity v. Philanthropy
One of the keynote speakers at AAHOACON24 was Dr. Kiran Patel, AAHOA lifetime member, philanthropist, serial entrepreneur, hotelier and cardiologist. Born in Zambia, Africa to Asian-Indian parents, Kiran and his wife Pallavi are the founders of the Drs. Kiran & Pallavi Patel Family Foundation Inc., focused on promoting health, education and culture around the world, particularly in Florida, India and Africa.
He is a graduate of Cambridge University and The University of London, and he studied medicine at Gujarat University in India. He currently lives in Tampa, Florida.
“I, like most of you, believe that if you can dream something, you can achieve it,” Kiran said to the crowd at AAHOACON24. “What I want people to know is that money and wealth can create comfort and convenience, but remember, they never bring fulfillment.”
Dr. Kiran Patel, AAHOA lifetime member, philanthropist, serial entrepreneur, hotelier and cardiologist, spoke at AAHOACON24 about the difference between charity and philanthropy.
The doctor focused his speech on difference between charity and philanthropy.
“This is important, because charity is essential, it's necessary. But more important is the long-term solution,” Kiran said. “If there is a problem, of course, you need some short term help. But as you see, in charity, you have social service. In philanthropy, you make a social change. You can be reactive in charity, money or to be proactive in philanthropy. And in charity, you will have individual responses, while in philanthropy, collective organized response in charity, and I do believe is that you may create dependent communities. But if you're in philanthropy, you can create empowered, independent communities.”
Philanthropy is a “true cradle to grave strategy to make sure that an individual is healthy and educated,” Kiran said. For an example, he told the story of a single child his organization helped save from starvation.
“Now one who would stop there, that is what I call charity, that you save one life and you are happy,” Kiran said.
Philanthropy addresses the needs of the entire impoverished community in which the child lives, Kiran said. One way his foundation supports permanent change is by supporting medical schools. Kiran said his “Patel college” in the U.S. graduates 800 doctors a year.
“And I have 200 students in India, making it 1000 doctors graduating annually from Patel institutions,” he said.
To measure the impact from the 1000 graduates a year from Patel colleges, Kiran said by 2076 that will come to 50,000 physicians practicing all globally seeing possibly 2.5 million patients daily.
“I like to call myself a global citizen. And I've been blessed enough that I have been able to contribute to the three continents that made me who I am,” Kiran said.
Kiran finished his speech with a philosophical reference.
“I will end here by telling you that vision without action is merely a dream. action without vision just passes time, vision with action can change the world,” he said.
Noble broke ground on StudioRes Mobile Alabama at McGowin Park.
The 10th StudioRes expands Noble’s long-term accommodations platform.
Noble recently acquired 16 WoodSpring Suites properties through two portfolio transactions.
NOBLE INVESTMENT GROUP broke ground on StudioRes Mobile Alabama at McGowin Park, a retail center in Mobile, Alabama. It is Noble’s 10th property under Marriott International’s extended stay StudioRes brand.
“Noble is institutionalizing one of the most resilient and undersupplied segments at the intersection of hospitality, mobility and how people stay,” said Shah. “We are scaling a branded platform to capture secular demand that creates stable cash flow and long-term value.”
In May, Noble acquired 16 WoodSpring Suites properties through two portfolio transactions, expanding its platform in branded long-term accommodations.
Noah Silverman, Marriott International’s global development officer, U.S. & Canada, said breaking ground on the 10th StudioRes with Noble reflects the brand’s growth and the companies’ three-decade partnership.
“With both companies’ expertise in long-term accommodations, Marriott’s distribution channels, and the power of our nearly 248 million Marriott Bonvoy members, we are confident StudioRes is uniquely positioned to generate customer demand at scale, drive performance and sustain long-term growth,” he said.
Meanwhile, Marriott has more than 50 signed StudioRes projects, about half under construction, the statement said. The first StudioRes opened in Fort Myers, Florida.
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AHLA Foundation is partnering with ICHRIE and ACPHA to support hospitality education.
The collaborations align academic programs with industry workforce needs.
It will provide data, faculty development, and student engagement opportunities.
THE AHLA FOUNDATION, International Council on Hotel, Restaurant and Institutional Education and the Accreditation Commission for Programs in Hospitality Administration work to expand education opportunities for students pursuing hospitality careers. The alliances aim to provide data, faculty development and student engagement opportunities.
Their efforts build on the foundation’s scholarships and link academics to workforce needs, AHLA said in a statement.
"We're not just funding education—we're investing in the alignment between academic learning and professional readiness," said Kevin Carey, AHLA Foundation president and CEO. "These partnerships give us the insights needed to support students and programs that effectively prepare graduates to enter the evolving hospitality industry."
ACPHA will provide annual reports on participating schools’ performance, enabling the Foundation to direct resources to programs with curricula aligned to industry needs, the Foundation said.
Thomas Kube, incoming ACPHA executive director, said the partnership shows academia and industry working together for hospitality students. The collaboration with ICHRIE includes program analysis, engagement through more than 40 Eta Sigma Delta Honor Society chapters and faculty development.
“Together, we are strengthening pathways to academic excellence, professional development and industry engagement,” said Donna Albano, chair of the ICHRIE Eta Sigma Delta Board of Governors.
Global hotel RevPAR is projected to grow 3 to 5 percent in 2025, JLL reports.
Hotel RevPAR rose 4 percent in 2024, with demand at 4.8 billion room nights.
London, New York and Tokyo are expected to lead investor interest in 2025.
GLOBAL HOTEL REVPAR is projected to grow 3 to 5 percent in 2025, with investment volume up 15 to 25 percent, driven by loan maturities, deferred capital spending and private equity fund expirations, according to JLL. Leisure travel is expected to decline as consumer savings tighten, while group, corporate and international travel increase, supporting RevPAR growth.
Major cities continue to attract strong demand and investor interest, particularly London, New York and Tokyo. APAC is likely to post the strongest growth, fueled by recovering Chinese travel, while urban markets remain poised for continued momentum.
Lifestyle hotels are emerging as the new “third place,” blending living, working and leisure. The trend is fueling expansion into branded residences and alternative accommodations. JLL said investors must weigh regional performance differences, asset types and lifestyle trends when evaluating opportunities.
Separately, a Hapi and Revinate survey found fragmented systems, inaccurate data and limited integration remain barriers for hotels seeking better data access to improve guest experience and revenue.
Fragmented systems, poor integration limit hotels’ data access, according to a survey.
Most hotel professionals use data daily but struggle to access it for revenue and operations.
AI and automation could provide dynamic pricing, personalization and efficiency.
FRAGMENTED SYSTEMS, INACCURATE information and limited integration remain barriers to hotels seeking better data access to improve guest experiences and revenue, according to a newly released survey. Although most hotel professionals use data daily, the survey found 49 percent struggle to access what they need for revenue and operational decisions.
“The Future of Hotel Data” report, published by hospitality data platform Hapi and direct booking platform Revinate, found that 40 percent of hoteliers cite disconnected systems as their biggest obstacle. Nearly one in five said poor data quality prevents personalization, limiting satisfaction, loyalty and upsell opportunities.
“Data is the foundation for every company, but most hotels still struggle to access and connect it effectively,” said Luis Segredo, Hapi’s cofounder and CEO. “This report shows there’s a clear path forward: integrate systems, improve data accuracy and embrace AI to unlock real-time insights. Hotels that can remove these technology barriers will operate more efficiently, drive loyalty, boost revenue and ultimately gain a competitive edge in a tight market.”
AI and automation could transform hospitality through dynamic pricing, real-time personalization and operational efficiency, but require standardized, integrated and reliable data to succeed, the report said.
Around 19 percent of respondents cited communication delays as a major issue, while 18 percent pointed to ineffective marketing, the survey found. About 10 percent reported challenges with enterprise initiatives and 15 percent said they struggled to understand guest needs. Nearly 46 percent identified CRM and loyalty systems as the top priority for data quality improvements, followed by sales and upselling at 17 percent, operations at 10 percent and customer service at 7 percent.
Meanwhile, hotels see opportunities in stronger CRM and loyalty systems, integrated platforms and AI, the report said. Priorities include improving data quality for personalized engagement, using integrated systems for real-time insights, applying AI for offers, marketing and service and leveraging dynamic pricing and automation to boost efficiency, conversion and profitability.
“Clean, connected data is the key to truly understanding the needs of guests, driving amazing marketing campaigns and delivering direct booking revenue,” said Bryson Koehler, Revinate's CEO. “Looking ahead, hotels that transform fragmented data into connected data systems will be able to leverage guest intelligence data and gain a significant advantage. With the right technology, they can personalize every interaction, shift share to direct channels and drive profitability in ways that weren’t possible before. The future belongs to hotels that harness their data to operate smarter, delight guests and grow revenue.”
In June, The State of Distribution 2025 reported a widening gap between technology potential and operational readiness, with many hotel teams still early in using AI and developing training, systems, and workflows.
Hyatt partners with Way to unify guest experiences on one platform.
Members can earn and redeem points on experiences booked through Hyatt websites.
Way’s technology supports translation, payments and data insights for Hyatt.
HYATT HOTELS CORP. is working with Austin-based startup Way to consolidate ancillary services, loyalty experiences and on-property programming on one platform across its global portfolio. The collaboration integrates Way’s system into Hyatt.com, the World of Hyatt app, property websites and FIND Experiences to create a centralized booking platform.
World of Hyatt members can earn and redeem points on experiences booked through Hyatt websites, including wellness programs, cultural activities, ticketed events and local collaborations, the companies said in a statement. Members can also access FIND Experiences, which includes activities and auctions where points can be used to bid on events.
"In our search for an on-brand platform to power experiences and tap into ancillary revenue opportunities, Way's collaboration has been a true unlock for us," said Arlie Sisson, Hyatt’s senior vice president and global head of digital. "After a thorough evaluation of potential solutions, Hyatt chose Way to power the next chapter of our digital strategy by streamlining operations, elevating brand differentiation, enhancing personalization and, most importantly, delivering care at every touchpoint in the guest journey."
The Way initiative spans Hyatt’s portfolio, covering cabana rentals, in-room amenities and partnerships with local providers, the statement said. Way’s technology supports real-time translation, more than 100 currencies, multiple payment methods and data insights to help Hyatt manage operations globally.
"Hyatt set a high bar and Way is proud to bring their vision to life," said Michael Stocker, Way’s co-founder and CEO.
"The platform supports enterprise needs while preserving the guest experience."