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.
DURING HIS LIFE and career, Jayanti P. “J.P.” Rama touched a lot of lives and inspired people on all levels of the hospitality industry. Below are tributes from some of Rama’s many friends and colleagues, as well as two of his brothers, following his death on Thursday.
Hasmukh “H.P.” Rama, brother
“My bother JP was man of principle and in his own way he pursued what he strongly believed in.
He was man of tremendous courage and stood up for a number of causes, many of which he made his life’s mission. He was, like a coconut : from outside he appeared tough but inside was very soft and willing to accommodate anyone and do the right thing at the right time.
He was a great entrepreneur who willingly learned all trades of the hospitality business, be it technology, understanding all aspects of the construction process or absorbing or financial information.
He was passionate about his active engagement to make AAHOA great. His entrepreneurial spirit shone through early, starting a business at the age of 18 in Malawi Africa after which he joined me in the motel business in 1974 in Pomona California where we grew the business owning multiple hotels in the South East. Despite his huge success, no task was beneath him and he was never shameful to make beds or conduct repairs in our hotels. He had a canny ability to grasp and understand all aspects of the business, even those he is not earlier exposed to.’
Raman “R.P.” Rama, brother
“It is difficult to fill the void my brother has left behind in our lives, but we surely will cherish the memories he has left behind. We are helpless in the hands of God's will and have to face such crude realities of life. Death is so very certain for everyone, but it comes at so uncertain times that we sometimes feel regrets of not being able to do what we wanted to do. With that, we learn that in our lives, we have to live in the present moment and fulfill our duties and responsibilities. Also, we must enjoy the fruits of our hard work but not lose our quality time with those close to us.
Please pray for the departed soul of my brother. He was hard like a coconut from outside but very soft like the pulp inside. He loved meeting people and would find one or the other social connection. He had a very good network. God Speed.”
Fred Schwartz, past AAHOA president, chief sales officer, Creative Lending Solutions Corp.
“When I joined AAHOA in 1996, J.P. Rama was the incoming AAHOA chairman who welcomed me. Very soon after, J.P. and I were invited by Stephen Bollenbach, CEO of Hilton Hotels Corp., to visit the Hilton headquarters in Beverly Hills, California. Mr. Bollenbach was excited for us to view the soon to be launched prototype of the Hilton Garden Inn. He spoke with great pride of the design of his new product, and asked J.P. for his input. J.P., in his humble but insightful and knowledgeable way, mesmerized Mr. Bollenbach with numerous design suggestions. I often think of how impressed Mr. Bollenbach was by J.P.’s suggestions, and how I am still impressed by the talent, humility and gifts that J.P. possessed.
Fred Schwartz, past AAHOA president, chief sales officer, Creative Lending Solutions Corp., said J.P. Rama “connected with and urged young people to follow in their parents’ footsteps” and was a strong promoter of AAHOA.
J.P. worked diligently to build AAHOA. He shared AAHOA’s vision with so many people. He traveled constantly to AAHOA meetings, and communicated with current and future stakeholders of AAHOA, to help build and strengthen the association. He worked with pride and tireless efforts to build AAHOA’s membership. He was always busy raising AAHOA’s awareness in the vendor and franchisor community, educating them about the dynamism of AAHOA and its membership. He connected with and urged young people to follow in their parents’ footsteps, to bring the hotel journey of entrepreneurship to an even more impressive level.
I will miss our industry icon, and a man I was proud to call my friend.”
Mit Shah, CEO of Noble Investment Group, and Bharat Shah, former AAHOA chairman
“On a warm August day in 1995, my dear friend, D.J. Rama, and I were l sitting together when we saw our fathers walking toward us. At the time, Dad and J.P. uncle were helping lead a brand new AAHOA. Most kids would agree that having your fathers approach you with such purpose is more than a little intimidating, and so D.J. and I both immediately stood up with attention. J.P. Uncle proceeded to put his arms around the both of us and, with his wry smile and warm embrace, looked at these two eager, impressionable young men and said, ‘Guys, you make us very proud. You are our future.’
What J.P. Uncle was really saying was that he hoped that the hard work and sacrifices of their generation would lead to tremendous opportunity for ours.
Mit Shah, CEO of Noble Investment Group, right, and Bharat Shah, former AAHOA chairman, left, said Rama was “a man of family, faith, industry, and purpose.”
Today, D.J., me, and an entire community and industry made up of sons and daughters stand here on the shoulders of giants like J.P. Uncle.
I had the honor of having Maya Angelou as my college professor. One of her most important messages was that people will always remember how you made them feel. J.P. Uncle will be remembered by all of us who loved him as a man of family, faith, industry, and purpose. But for me, on that summer day many, many years ago and throughout my life’s journey, I will always treasure the way I felt in J.P. Uncle's presence. God bless his beautiful soul. Jai Shree Krishna.”
Danny Patel, CEO, PeachState Hospitality
“A father figure to an industry, a pioneer of perseverance, and a humanitarian of the highest quality, J.P. Rama led an incredible life. Those of us fortunate enough to know him are blessed in more ways than one. His guidance and vision have inspired countless, in and around the hospitality industry. During my tenure at AAHOA I was able to see first-hand the legacy that J.P. was leaving. The decisions he made and the actions he took at a time when the industry and the Asian American community needed it the most, continues to define a generation of hospitality leaders.
Danny Patel, CEO, PeachState Hospitality took action at a time when the hospitality industry and Asian American community most needed it.
His impact on the industry will surely last the test of time however his work and passion for education will bear fruits for many generations to come. Over the years I was able to see the growth and momentum of Auro University and what it has become. The lives that JP has helped change, myself included, owe a great deal to him and the work he has done. I am saddened of the loss of J.P. but am comforted with knowing the work he did and the life he lived will carry on. Thank you, J.P. and the entire Rama Family, for all that you have done and given. JP, may you rest in peace and harmony.”
Mitch Patel, president and CEO, Vision Hospitality Group
“J.P. Rama’s story is one of the American Dream and an inspiration to all. J.P. Rama and his family are pioneers in the Asian American community. They were one of the first in our community to enter the hotel business in the Southeast with the purchase of a small independent motel. Within decades they took that small business and created a hotel empire and in doing so, showed many what this community is capable of with determination and hard work. He and his family have inspired and assisted so many others.
Later, when J.P. Uncle was the chairman of AAHOA, I was a 27-year-old dreaming about starting my own hotel company. I looked up to him as an idol, and I know many others that have gone on to lead successful entrepreneurial careers did as well. He was always so personable, generous, and supportive of young people starting out in the industry.
Mitch Patel, president and CEO, Vision Hospitality Group, with J.P. Rama, far right, Patel’s father Ishwarlal Patel, far left and H.P. Rama, left, and others at Auro University in Surat, India, that the Rama family built. They are joined by J.P.’s grandson Satya, left front, and Patel’s son Arjun.
His passing invokes many of those memories and his legacy of how he touched and inspired so many will live on. D.J. is one of my closest friends and J.P. Uncle’s passing hits especially close to home. Our family is sending our thoughts, prayers, and love to the Rama family.
A quote by Ralph Waldo Emerson embodies what I feel J.P. Uncle’s impact was, and what his legacy will be: ‘Do not follow where the path may lead. Go instead where there is no path and leave a trail.’ Thank you, J.P. Uncle, for having the strength and courage to blaze a trail for so many others to follow. You will be missed as one of the greatest leaders and individuals that this generation has ever known.”
Ravi Patel, president of Hawkeye Hotels
“When I think of J.P. Rama, I remember not only a visionary, titan of industry, and cultural leader, but also a helper whose good deeds most certainly kept him close to the Divine.
Ravi Patel, president of Hawkeye Hotels said Rama was “an example for us all and he embodied some of the highest virtues.”
When I was just starting out in the hospitality business, J.P. took some time to visit with me personally. He talked about how proud he was of my generation, how proud he was to see us carrying on family legacies, growing successful businesses and elevating our people into a privileged class here in America. But he left me and my peers with a most important charge: to ensure that as we experience such fortunate growth, we measure our success against our service to others. Our financial gains would never be more important than our investments in others, especially in those who are less fortunate. That was the thing he really wanted me to understand.
He was an example for us all and he embodied some of the highest virtues. His life was a masterclass on how to treat everyone with respect, how to care for one another, as we care for ourselves, and how to plant seeds of hope into future generations. There is no hand to catch time. We must all leave this earth one day. While we’re here, may we strive to emulate JP’s legacy of generosity, fierceness of heart, and strength of vision.”
North America recorded a 10 percent decline while Central America dropped 12 percent.
THE GLOBAL TRAVEL and tourism sector recorded an 8 percent year-on-year decline in total deal activity during the first half of 2025, according to market data firm GlobalData. Reduced investor appetite was seen across major deal types: mergers and acquisitions, private equity and venture financing.
GlobalData’s analysis shows venture financing deals fell by about 25 percent and private equity deals dropped by around 20 percent compared to the same period last year. M&A activity proved more resilient with a smaller 3.5 percent decline in volume. North America saw a 10 percent decline while Central America saw a 12 percent decline.
“The overall decline underscores a broader trend where macroeconomic factors and investor sentiments are reshaping deal-making strategies within the industry. The subdued activity suggests that dealmakers are becoming increasingly cautious, likely due to macroeconomic challenges and volatile market conditions,” said Aurojyoti Bose, lead analyst at GlobalData. “The decline in venture financing and private equity deals, suggests a dent in investor sentiment, emphasizing a trend of reduced risk appetite.”
The Asia-Pacific region posted growth, with deal volume rising 11 percent in H1 2025, driven by increased activity in Japan and India. In contrast, Europe saw a 19 percent drop, the Middle East and Africa fell 39 percent and South and Central America declined 12 percent.
Among major markets, the US, China and Germany all recorded declines in deal announcements while the UK maintained deal volumes at similar levels to last year.
GlobalData notes that historical figures may change if additional deals from earlier months are disclosed later.
Last year saw a 12.6 percent decline, with a total of 347 mergers and acquisitions, private equity and venture financing deals reported in the global travel and tourism sector during the first half of 2024.
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Choice Hotels International reported Q2 net income of $81.7 million.
Domestic RevPAR fell 2.9 percent due to macroeconomic conditions.
Extended-stay portfolio rose 10.5 percent YoY, with a domestic pipeline of 43,000 rooms.
CHOICE HOTELS INTERNATIONAL reported second-quarter net income of $81.7 million, down from $87.1 million a year earlier. Its forecast for the year remained positive, but was downgraded some to account for changes in macroeconomic conditions.
The company’s global pipeline exceeded 93,000 rooms, including nearly 77,000 in the U.S. Its global system size grew 2.1 percent, including 3 percent growth in the upscale, extended-stay and midscale segments, Choice said in a statement.
“Choice Hotels delivered another quarter of record financial performance despite a softer domestic RevPAR environment, underscoring the successful execution and diversification of our growth strategy,” said Patrick Pacious, president and CEO. “We are especially pleased with our strong international performance, where we have achieved significant growth and accelerated global expansion through a recent strategic acquisition, the signing of key partnerships, and entry into new markets. With more diversified growth avenues, enhanced product quality and value proposition driving stronger customer engagement and a leading position in the cycle-resilient extended-stay segment, we remain well-positioned to deliver long-term returns for all our stakeholders.”
Domestic RevPAR declined 2.9 percent, reflecting macroeconomic conditions and a difficult comparison with 2024 due to the timing of Easter and eclipse-related travel, the statement said. Excluding those effects, RevPAR fell approximately 1.6 percent. Meanwhile, the domestic extended-stay portfolio outperformed the broader lodging industry by 40 basis points in RevPAR, while the economy transient portfolio exceeded its chain scale by 320 basis points.
Adjusted EBITDA rose 2 percent to $165 million, or $167 million excluding a $2 million operating guarantee related to the Radisson Hotels Americas acquisition. Adjusted diluted EPS increased 4 percent to $1.92, the statement said.
Expansion and development
The domestic extended-stay portfolio grew 10.5 percent year over year, with a pipeline of nearly 43,000 rooms as of June 30, Choice said. The combined domestic upscale, extended-stay and midscale portfolio grew 2.3 percent. WoodSpring Suites expanded 9.7 percent to nearly 33,000 rooms and ranked first in guest satisfaction among economy extended-stay brands in the J.D. Power 2025 study. The domestic economy transient pipeline increased 8 percent to more than 1,700 rooms.
Choice acquired the remaining 50 percent interest in Choice Hotels Canada for approximately $112 million in July, funded through cash and credit. The deal expanded its Canadian brand portfolio from eight to 22 and added 327 properties and more than 26,000 rooms. The business is expected to contribute approximately $18 million in EBITDA in 2025.
International activity included a renewed master franchise agreement with Atlantica Hospitality International in Brazil for more than 10,000 rooms; a direct franchise deal with Zenitude Hotel-Residences in France, which nearly tripled room count and two agreements with SSAW Hotels & Resorts in China. These include a 9,500-room distribution deal for 2025 and a master franchise agreement projected to add 10,000 rooms over five years.
Global net rooms for upscale brands increased 14.7 percent year over year, the statement said. The pipeline for these brands rose 7 percent since March 31 to nearly 29,000 rooms.
2025 outlook
Choice revised its RevPAR outlook to reflect more moderate domestic expectations due to macroeconomic conditions, the statement said. The adjusted EBITDA forecast includes a $6 million contribution from the Choice Hotels Canada acquisition for the remainder of 2025. It also reflects the $2 million Radisson-related operating guarantee payment incurred in the second quarter.
Net income guidance was lowered to a range of $261 million to $276 million, down from $275 million to $290 million. Adjusted net income remains at $324 million to $339 million.
Domestic RevPAR growth was revised to between negative 3 percent and flat, compared to the earlier range of negative 1 percent to positive 1 percent. The global net system rooms growth projection remains at approximately 1 percent.
In May, Choice reported 2.3 percent year-over-year growth in domestic RevPAR for the first quarter.
OYO added more than 150 U.S. hotels in early 2025 and plans 150 more by year-end.
Ten additions have more than 100 rooms, reflecting a focus on high-inventory properties.
It is targeting urban and suburban markets in the Sun Belt and Great Lakes regions.
HOSPITALITY TECHNOLOGY COMPANY OYO added more than 150 hotels to its U.S. portfolio in the first half of 2025 and plans to add 150 more by year-end. The additions span Texas, Virginia, Georgia, Mississippi, California, Michigan and Illinois.
The company is focusing on high-inventory properties and has added 10 with more than 100 rooms, OYO U.S. said in a statement.
“2025 is shaping up to be a busy year for all of us at OYO,” said Nikhil Heda, head of development, OYO U.S. “We’re helping hotel owners drive revenue and improve operations through our technology. Our growing portfolio gives travelers more options, and momentum on our direct channels shows OYO is becoming a trusted brand for new and returning guests.”
Recent additions include the 400-room Palette Sunset Waves Resort in Myrtle Beach, the 130-room Capital O Kings Inn in Memphis, the 130-room Travellers Inn by OYO in Douglas, Georgia, and the 140-room Jackson Hotel and Convention Center in Jackson, Tennessee. All were previously independent hotels.
The company is exploring urban and suburban markets across the Sun Belt and Great Lakes regions, targeting areas with high demand and growth potential, the statement said.
OYO CEO Ritesh Agarwal, who also chairs G6 Hospitality, the parent of Motel 6 and Studio 6, recently launched a contest to rename Oravel Stays, offering a $3,500 prize.
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."
U.S. hotels increased background checks by 36 percent in early 2025.
The trend follows President Trump’s immigration policies impacting seasonal labor.
Immigrants making up a third of the travel workforce.
U.S. HOTEL HIRING managers requested 36 percent more background checks in the first half of 2025 compared with the same period last year, according to Hireology. The move follows President Donald Trump’s immigration crackdown and proposed visa fee hikes affecting seasonal labor.
Trump sought to end temporary legal status for hundreds of thousands of migrants in the U.S.and vowed to deport millions of undocumented people in the country, Reuters reported. Hireology said in a blog post that background checks were a cornerstone of any effective hiring strategy.
"They ensure that candidates meet the qualifications for the role, protect your organization from potential risks and help you build a safe, compliant, and high-performing workforce,” the hiring platform said. “Negligent hiring can have serious consequences, from legal liabilities to reputational damage.”
At least one-third of workers employed or supported by the U.S. travel industry are immigrants, according to the U.S. Travel Association. Meanwhile, hotels directly employed more than 2.15 million people in 2024, according to the American Hotel and Lodging Association.
Total hires across 1,000 hotels rose by 22 percent, reaching more than 8,000 workers, Reuters reported, citing Hireology report.
Increases in the most in-demand roles such as front desk associates, housekeepers and cooks were flat or grew slightly year-over-year. About 34 percent of housekeepers and 24 percent of cooks are foreign-born, according to 2023 data from the U.S. Census Bureau and Tourism Economics.
A $250 Visa Integrity Fee in Trump’s Big Beautiful Bill is drawing criticism from groups that rely on J-1 and other seasonal worker visas, who warn the sometimes-refundable charge could shrink the summer workforce supporting U.S. beach towns and resorts.