- Younger owners favour efficiency, data and larger portfolios.
- Brands must prove revenue, cost and return value.
- Trust and relationships still underpin partnerships.
THE NEXT GENERATION of Indian American hoteliers is building on family legacies with sharper commercial expectations, prioritising technology, efficiency, profitability and portfolio growth, said Shilpan Patel, Wyndham Hotels & Resorts executive vice president of North America franchise operations. For these owners, a recognised flag is no longer enough; they want a brand partner that can prove its value.
“What’s unique about many next-generation Indian American hoteliers is that they grew up in this business,” Patel said in written responses to Asian Hospitality. “They watched their parents and grandparents build an extraordinary foundation for the industry, often with limited resources and significant personal financial risk.”
Those earlier generations built successful businesses through hard work, entrepreneurial spirit and strong personal relationships. Patel said their children and grandchildren are now carrying that legacy forward with new tools, fresh perspectives and broader growth ambitions.
“Our commitment to franchisees doesn’t change from one generation to the next, but their expectations of a brand partner are certainly evolving,” he said.
The stakes are high for Wyndham. Asian American hoteliers, most of Indian origin, make up a large share of its franchise base: Wyndham President and CEO Geoff Ballotti told Asian Hospitality at the 2023 AAHOA convention that upwards of two-thirds of the company’s owners were AAHOA members. During Choice Hotels International’s unsuccessful bid for Wyndham, AAHOA said its members accounted for roughly two-thirds of all Wyndham and Choice franchise hotels.
From hands-on to scale
Hotel owners seek tools to ease labor shortages and improve guest service.Photo credit: Kent Williams/LinkedIn
Patel sees ownership evolving from a traditionally hands-on model. The newer approach puts growing emphasis on operational efficiency, data-driven decision-making and the ability to run larger portfolios.
Technology is central to that shift, he said. Owners want practical tools that simplify operations, ease labour shortages and free their teams to concentrate on guests. Patel points to Wyndham Guest Response, Wyndham Connect and Wyndham AI Concierge.
He said these streamline guest communications and automate routine interactions without losing the personal touch that defines hospitality.
Show me the value
Next-generation owners plan renovations, repositioning and portfolio expansion.Photo credit: iStock
A recognisable brand still matters, Patel said. But younger owners increasingly want a true business partner, one that helps them lift profitability, run leaner and grow.
That scrutiny is sharpened by rising labour costs, insurance, property taxes and renovation expenses. According to Patel, owners are now asking their brands direct questions, such as “How does the brand help me drive more revenue? How can it reduce my operating costs? And how does it help me generate a stronger return on my investment?”
“They want tangible value from their brand affiliation, and they expect us to demonstrate it,” he said.
Wyndham’s answer, Patel said, is what it calls the Wyndham Advantage. It brings together technology, purchasing efficiencies, distribution and marketing capabilities that would be hard or expensive for owners to build on their own.
He also noted a stronger appetite for collaboration and transparency.
Many next-generation owners plan to renovate, reposition or expand their portfolios. In return, they expect a say in decisions that affect their investments, some room in how they meet brand standards and a direct line to people who can help them solve problems and seize opportunities.
Relationships still matter
Wyndham supports owners’ growth, expansion and family-business succession plans.Photo credit: Wyndham Hotels & Resorts
For all the focus on technology and returns, Patel said one thing has not changed.
“Hospitality is a people business, and the human connection remains paramount,” he said. “These are family businesses built on trust, and owners want to know their brand partner is accessible, responsive and genuinely invested in their success.”
That thinking underpins Wyndham’s OwnerFirst philosophy. Patel described it as evolving alongside franchisees while keeping the trust, accessibility and shared commitment to long-term success that have always made the partnerships work. Some of the company’s strongest relationships now span several generations of the same family.
Every owner’s goals are different, he adds. Some want to improve the performance of a single hotel, some want to enter new markets, and others are preparing the next generation to lead the family business. Wyndham’s role, Patel said, is to supply the tools, expertise and personal support to help them at every stage.
“Ultimately, the next generation isn’t just looking to preserve what their families built,” Patel said. “They’re looking to take it further.”
Separately, Wyndham recently raised its full-year 2026 earnings outlook after U.S. RevPAR grew 6 percent in the third quarter, offsetting international revenue declines. Net revenues rose 7 percent to $410 million, while net income fell 6 percent to $99 million.
