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.
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.”
House introduces AFA to boost franchise model and hotel operations.
The act establishes a joint employer standard.
AHLA backs the bill, urging swift adoption.
THE HOUSE Of Representatives introduced the American Franchise Act, aimed at supporting the U.S. franchising sector, including 36,000 franchised hotels and 3 million workers nationwide. The American Hotel & Lodging Association, backed the bill, urging swift adoption to boost the franchise model and clarify joint employer standards.
The AFA amends the Fair Labor Standards Act and the National Labor Relations Act, which since 2015 have created uncertainty for franchisors and franchisees, AHLA said in a statement.
Rep. Kevin Hern (R-Oklahoma) and Don Davis (D-North Carolina) introduced the AFA.
“Hotel franchising is a pathway to the American Dream for many entrepreneurs,” said Rosanna Maietta, AHLA president and CEO. “It is a proven win-win business model that enables partnerships between franchisees and franchisors. The American Franchise Act codifies a clear joint employer definition and is essential to protecting this framework.”
AFA aims to protect the franchise model, which has long enabled women and minority entrepreneurs to run their own businesses with support from larger brands, the statement said. It will clarify the employment relationship by establishing a joint employer standard that protects workers and preserves franchisee autonomy.
Mitch Patel, AHLA board chair and Vision Hospitality Group CEO, said that as a hotel franchisee, he has seen how the model enabled him and others to achieve the American Dream.
“Throughout my career, my hotel business has employed thousands of people who have built lifelong careers in our industry,” he said. “The American Franchise Act is essential to preserving this foundation. For the benefit of both employers and employees, we strongly encourage the swift passage of this critical legislation.”
"As one of the few franchisees in Congress, I understand how damaging an ever-changing joint-employer rule is to the franchise business model,” said Hern. “I'm pleased that we were able to come together in a bipartisan effort to create legislation that safeguards small businesses and individuals working to achieve the American Dream across the country."
Davis said changes to joint-employer rules have created prolonged uncertainty in the industry.
“The American Franchise Act aims to restore stability by clarifying that franchisors and franchisees operate as independent employers while safeguarding workers through established labor standards,” he said.
Separately, a petition for a referendum on Los Angeles’s “Olympic Wage” ordinance, which sets a $30 minimum wage for hospitality workers by the 2028 Games, fell short of signatures. The ordinance will take effect, raising hotel wages from $22.50 to $25 next year, $27.50 in 2027 and $30 in 2028.
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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.
U.S. holiday travel is down to 44 percent, led by Millennials and Gen Z.
Younger consumers are cost-conscious while older generations show steadier travel intent.
76 percent of Millennials are likely to use AI for travel recommendations.
NEARLY 44 PERCENT of U.S. consumers plan to travel during the 2025 holiday season, down from 46 percent last year, according to PwC. Millennials and Gen Z lead travel intent at 55 percent each, while Gen X sits at 39 percent and Baby Boomers at 26 percent.
PwC’s “Holiday Outlook 2025” survey found that among those not traveling, about half prefer to celebrate at home and cost concerns affect 43 percent, rising to 50 percent for Gen Z non-travelers. Visiting friends and relatives remains the main reason for holiday travel, cited by roughly 48 percent of those planning trips.
Younger consumers are more cost-conscious, while older generations show steadier travel intent. This split influences travel operators’ planning: younger travelers may require clear value, bundled perks and flexible options, whereas older travelers respond to reliability and convenience. Despite overall spending pressure, travel remains a key priority, reflecting its social and emotional importance during the holidays.
PwC surveyed 4,000 U.S. consumers from June 26 to July 9, with 1,000 each from Gen Z, Millennials, Gen X and Boomers, balanced by gender and region.
Generational spending patterns
Gen Z plans a 23 percent reduction in spending after last year’s 37 percent surge, while Boomers expect a 5 percent increase. Millennials are largely flat, down 1 percent and Gen X edges up 2 percent. Overall holiday spending is down 5 percent, with gift spending falling 11 percent, while travel and entertainment budgets remain stable, increasing 1 percent.
Households with children under 18 plan to spend more than twice as much as households without, averaging $2,349 compared to $1,089, highlighting the focus on family-centered experiences.
For travel and hospitality operators, these patterns suggest stronger conversion potential among older cohorts with steadier budgets and the need for clear value and cost transparency for younger travelers. Consumers are prioritizing experiences and togetherness over material gifts. Flexible fares, transparent pricing and bundled benefits such as Wi-Fi, breakfast, or late checkout can reinforce value and encourage bookings, especially among younger demographics. Gen Z’s pullback makes price-to-experience ratios decisive.
AI, timing and travel strategy
About 76 percent of Millennials say they are likely to use AI agents for recommendations, signaling a shift to “assistant-first” travel discovery. Operators must provide structured, AI-readable content, including route maps, fees, loyalty policies and inventory availability. Brands that do not may be invisible in AI-driven search and recommendation systems.
This year’s late Thanksgiving on Nov. 27 compresses the holiday booking window. Short-haul visiting-friends-and-relatives trips may see bunched reservations, increasing demand for early inventory visibility, simple cancellation policies and accurate last-minute availability. Operators should hold a portion of inventory for late bookings, streamline mobile checkouts and maintain flexible policies to capture last-minute travelers.
Strategies should be generationally targeted. Boomers and Gen X respond to comfort, reliability and multi-generational options, while Millennials and Gen Z require clear value and AI-optimized offers. Focusing on VFR travel through “home for the holidays” packages, flexible dates, partner transport and easy add-on nights can capture demand in key residential hubs.
Despite overall spending declines, travel remains a priority. Operators that deliver transparent value, AI-ready content and offers tailored to each generation can maintain bookings, convert last-minute demand and meet consumers’ evolving holiday expectations.
A TravelBoom Hotel Marketing report found that Americans continue to prioritize travel despite inflation and economic uncertainty, but with greater financial caution. About 74.5 percent plan a summer vacation and 17.5 percent are considering one, showing strong demand linked to careful budgeting.
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.