Vishnu Rageev R is a journalist with more than 15 years of experience in business journalism. Before joining Asian Media Group in 2022, he worked with BW Businessworld, IMAGES Group, exchange4media Group, DC Books, and Dhanam Publications in India. His coverage includes industry analysis, market trends and corporate developments, focusing on retail, real estate and hospitality. As a senior journalist with Asian Hospitality, he covers the U.S. hospitality industry. He is from Kerala, a state in South India.
Peachtree Group launched a $250 million fund to invest in mispriced hotel and commercial real estate assets affected by market illiquidity.
The fund targets value-add properties nationwide, with expected activity in Texas, Florida and California.
Peachtree expects a first close in 60 to 90 days and a final close within 18 months.
PEACHTREE GROUP LAUNCHED the $250 million Peachtree Special Situations Fund to invest in hotel and commercial real estate assets mispriced due to capital market illiquidity. The fund targets properties with value-add potential while limiting downside risk.
It is positioned to step in where traditional capital has pulled back, as nearly $1 trillion in commercial real estate loans mature in 2025 and hotels face refinancing and capital needs, Peachtree said in a statement.
“We believe the next 12 to 18 months offer some of the best risk-adjusted opportunities since the global financial crisis,” said Greg Friedman, Peachtree's managing principal and CEO. “As balance sheet stress and refinancing challenges grow in hotels and other commercial real estate sectors, Peachtree is positioned to deploy capital where it’s needed, delivering returns and solutions for sponsors and lenders.”
Many hotel and commercial real estate owners who financed during the zero-interest-rate era now face capital stack gaps as rates rise and liquidity tightens, the statement said. Peachtree addresses this by providing structured capital to reposition assets and unlock value.
Atlanta-based Peachtree is led by Friedman; Jatin Desai, managing principal and CFO and Mitul Patel, principal.
Core strategies include:
Off-market acquisitions: Acquiring mispriced hotels and select multifamily, student housing, self-storage and other commercial real estate for repositioning and stabilization.
Preferred and hybrid equity: Providing capital to sponsors for acquisitions, development or refinancing, with structures that protect basis and support cash flow.
Distressed purchases from lenders: Acquiring assets through deed-in-lieu or post-foreclosure transactions, below outstanding loan balances and replacement cost.
Friedman said the fund is about capitalizing on dislocation, not chaos.
“We’re targeting assets impacted not by systemic factors but by capital structure, using the speed, structure and execution certainty that have defined Peachtree’s approach for more than a decade,” he said.
Peachtree’s platform spans direct lending, CPACE financing, development, acquisitions and capital markets, providing insight into shifting market dynamics, the company said. Its relationships with community and regional banks and other stakeholders enable it to source opportunities before they reach the broader market.
“We’re the first call when a sponsor or lender needs a fast, reliable solution,” Friedman said. “Speed and surety of close are critical in this environment, especially when dealing with complex capital stacks and distressed notes.”
The fund’s geographic focus is nationwide, with expected deal flow in markets with demand shifts and recent pricing resets, including Texas, Florida and California. Peachtree expects a first close within 60 to 90 days and a final close within 18 months of the initial close.
U.S. hotel weekly metrics fell for the week ending Aug. 2, per CoStar.
Occupancy dropped to 69.5 percent from 71.5 percent the prior week.
San Francisco led gains; Houston had the largest occupancy and RevPAR declines.
U.S. HOTEL PERFORMANCE was mixed for the week ending Aug. 2, with all weekly metrics down and ADR and RevPAR up year over year, according to CoStar. San Francisco led the top 25 markets in year-over-year occupancy, ADR and RevPAR growth.
Occupancy declined to 69.5 percent for the week ending Aug. 2, down from 71.5 percent the previous week and 0.1 percentage points lower year over year. ADR fell to $161 from $164.88 but was up 0.5 percent from the same week in 2024. RevPAR dropped to $111.90 from $117.88 but was up 0.4 percent year over year.
Among the top 25 markets, San Francisco recorded the highest year-over-year gains in all key performance metrics: occupancy rose 15.5 percent to 81.7 percent, ADR increased 15.4 percent to $218.91 and RevPAR climbed 33.2 percent to $178.74. The market’s performance was boosted by the start of the World Transplant Congress.
Houston reported the largest declines in occupancy and RevPAR, with occupancy down 19.3 percent to 61.2 percent and RevPAR down 25.3 percent to $69.99. The decreases were due to the elevated displacement demand period following Hurricane Beryl in 2024.
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Mid-Atlantic saw the highest growth at more than 11 percent; Southwest fell 4 percent.
September forward occupancy is down 11 percent year-on-year.
SHORT-TERM VACATION rentals saw broad gains across the U.S. in the second quarter, maintaining their edge over hotels despite economic pressures. The shift in the travel accommodation landscape by Key Data tracked more than 13 million listings nationwide.
According to Key Data’s U.S. Vacation Rental Market Index, STRs delivered a nine-point advantage in RevPAR compared to hotels, a sign of their continued appeal to both investors and travelers.
“The results are a reminder that short-term rentals continue to offer strong value,” said Melanie Brown, vice president of data insights at Key Data, told the World Property Journal. “Despite macroeconomic pressure, demand held steady.”
The Mid-Atlantic led with an 11 percent year-over-year RevPAR gain, supported by a 10 percent jump in occupancy. New England followed with 10 percent growth, while the Rocky Mountain region rose 9 percent, Hawaii 6 percent and the Midwest 5 percent. The Southwest was the only underperformer, down 4 percent due to oversupply and rate compression.
Nationally, average daily rates increased 1 percent, but average stay lengths fell. Forward-looking indicators show potential softness ahead: occupancy for September is projected to be 11 percent lower than last year and booking windows have shortened.
Brown noted that the sector is becoming more fragmented, with success depending increasingly on local market strategy, dynamic pricing and cost control.
“Some markets are accelerating, others are softening,” she said. “With headwinds building into the back half of the year, staying close to the data will be key.”
“The market is separating into over- and under-performers based on operational sophistication,” said Quinn Monescalchi, senior data analyst at Key Data. “Properties that can quickly adapt to changing booking patterns and maintain service quality are sustaining performance despite broader market challenges.”
Recently, extended-stay hotels outperformed vacation rentals and apartments in comfort, value and sense of home, according to a survey by Extended Stay America.
Vision held its Red Sand Project to combat human trafficking in Chattanooga, Tennessee.
It fights trafficking through partnerships, staff training and philanthropic support.
Tennessee reported 213 human trafficking cases in 2024, involving 446 victims.
VISION HOSPITALITY GROUP held its fourth annual Red Sand Project with WillowBend Farms to combat human trafficking in Chattanooga, Tennessee. The event brought together organizations working to combat human trafficking, including the Family Justice Center for Hamilton County and the Hamilton County Health Department.
“We were honored to stand with our partners and our community to bring attention to this issue,” Patel said. “Together, through awareness and action, we are working toward a future where every individual is safe, seen and supported.”
The Red Sand Project is a symbolic initiative to raise awareness and promote action on human trafficking, the statement said. Participants poured red sand into sidewalk cracks to represent victims who have fallen through the cracks of society. This year’s event came as the Chattanooga community reported progress in prevention and survivor restoration over the past year.
“The Red Sand Project reminds us that human trafficking continues to be a pressing public health issue and a devastating reality in every state,” said Jenelle Hawkins, Vision's director of operation excellence. “As members of the hotel industry, we understand our unique position to help identify and prevent trafficking. We are proud to be part of a community that is not only raising awareness but also driving real solutions. As we mark our fourth year, our commitment is stronger than ever.”
According to the Tennessee Bureau of Investigation, there were 213 reported human trafficking cases in Tennessee in 2024, involving 446 victims. Events like the Red Sand Project raise awareness, promote education and encourage community action.
Vision Hospitality Group combats trafficking through community partnerships, staff training and philanthropic support. In 2024, it donated $100,000 to the AHLA Foundation’s No Room for Trafficking Survivor Fund, which provides housing and job placement services to survivors nationwide.
If you know someone who needs help escaping trafficking, call the Tennessee Human Trafficking Hotline at 1-855-558-6484. To report a suspected victim, call the National Human Trafficking Hotline at 1-888-373-7888 or text 233722.
In June, Vision broke ground on a 150-key Hilton dual-brand in Lookout Valley, Chattanooga, Tennessee.
Researchers say hiring people with intellectual disabilities can help hotels address labor shortages.
Job coaches, tailored training, and inclusive communication.
The hotel industry still faces a gap of around 200,000 workers post-pandemic.
HIRING INDIVIDUALS WITH intellectual and developmental disabilities could help the hotel industry address ongoing labor shortages and high turnover, according to new research. Employers must also offer support systems like job coaches, clear communication practices and thoughtfully designed roles.
A new report from Penn State School of Hospitality Management researchers suggests that hiring individuals with intellectual disabilities could help promote workplace diversity, improved loyalty and reduced turnover. Designing roles to include autonomy, social support and meaningful work are factors helping employees succeed.
“Hiring someone with an intellectual disability is a great first step but supporting them well when they are on the team is just as important,” said Phillip Jolly, one of the report’s coauthors. “When organizations put thought into these things, it is not just the employee with a disability who benefits — the whole team gets stronger.”
The research comes at a time when the hotel industry is facing a workforce gap. Although staffing has improved since the pandemic, U.S. hotels remain short by roughly 200,000 workers, according to the American Hotel & Lodging Association. In June, government data showed that U.S. hotels added 700 jobs to their payrolls, but the nationwide workforce shortage continues to make it difficult for hotels to fill open positions, according to AHLA.
External factors like increased deportations have also contributed to labor challenges, industry experts noted at last month’s NYU International Hospitality Investment Forum.
The Penn State report encourages hotel operators to tap into government incentives and intentionally foster workplace inclusion—not only to expand hiring pools but to improve team dynamics and long-term retention.
“Community partners can help provide support to individuals with intellectual disabilities, so they do not have to find jobs alone,” said Michael Tews, another report coauthor. “These community partners can provide job coaches and resources that help individuals in their new jobs. Effective training and development are crucial to ensuring individuals with intellectual disabilities thrive in their roles.”
Job coaches can provide personalized support, the report said, including assisting with on-the-job training and aiding communication between the employee and employer. Creating a supportive workplace also help intellectually disabled employee integrate, the report said, but doing that takes intentional effort.
“While there are training programs and orientation processes that can be developed and are important, the real key is to know the individual and customize a work experience for them to allow them to thrive,” said Mike Schugt, founder of INNclusivity, a not-for-profit organization that connects intellectually disabled individuals with employers. “It is all about being open to hiring individuals with intellectual disabilities. Everyone comes to the table with certain abilities, and hotels can bend further and help this audience receive meaningful employment.”
CMBS delinquency rates remain high, especially for limited-service hotels, a Trepp report said.
CapEx investments dropped during pandemic and remain low.
The combination of these two trends is slowing the recovery.
COMMERCIAL MORTGAGE BACKED securities continue to see higher delinquency rates despite some recovery after the COVID pandemic, with different hotel segments facing different challenges, according to a report by Trepp, a data and analytics firm. The report also found that a decline in capital expenditures is leading to devaluation of hotel assets.
In 2020, delinquencies for lodging sector CMBS spiked at 19.78 percent, up from 1.51 percent a year before. Trepp’s report breaks down that overall trend and the post COVID recovery according to their impact on the limited-service, full-service and extended stay segments.
Break down by segment
Limited-service properties, for example, saw the most volatile reaction to CMBS market challenges. Its delinquency rate climbed from 1.44 percent in December 2019 to a peak of 23.56 percent in December 2020. Transient demand and thinner operating margins make the segment more sensitive to fluctuations, Trepp said.
By the end of 2021, limited-service hotel delinquencies were down to 8.83 percent and dropped further in 2022 to 3.48 percent. However, Trepp said, delinquencies began rising again in 2023, reaching 5.29 percent that year and 8.35 percent as of July 2025, the highest level of any subtype and nearly triple the overall lodging average at the 2019 pre-COVID baseline.
Their reliance on business travel, meetings and group bookings led full-service hotels to be stressed in the beginning of the pandemic, Trepp said.
“Their delinquency rate hit 19.28 percent in December 2020 but has since seen a more tempered recovery compared to limited-service,” the report said. “As of July 2025, the full-service delinquency rate stands at 5.94 percent, showing modest improvement from the 2023 peak of 6.21 percent, but still meaningfully above pre-pandemic levels (around 1.6 percent).”
By contrast, the report said extended stay hotels saw stronger performance in the beginning of the pandemic, benefiting from traveling healthcare workers and essential personnel. They saw a 13.6 percent delinquency rate in 2020 versus 19 percent or higher for the others, Trepp said.
“The segment had fallen to just 1.38 percent by 2022,” the report said. “However, recent data suggest rising strain: the delinquency rate jumped to 4.03 percent in 2024 and 7.47 percent as of July 2025. This recent uptick may reflect broader macroeconomic fatigue or oversupply in certain metro areas.”
Fighting deterioration
The Trepp report said investors have grown concerned about a decline in CapEx since the pandemic, particularly in the limited-service hotel segment. The result has been visible deterioration in asset quality, meaning many properties may be underinvesting in upkeep, renovations and necessary upgrades.
“Before the pandemic, the majority of properties were spending within a relatively healthy range of $750 to $2,000 per key, with just 8 to 9 percent falling below the $750 threshold annually,” the report said. “High spenders (more than $2,000 per key) represented a modest but steady share, ranging between 10 to 12 percent from 2017 to 2019.”
That CapEx investment stopped in 2020 and the share of properties with CapEx below $750 per key jumped to 54 percent. Only 3 percent of properties were spending more than $2,000 per key on improvements as the pandemic led hotel owners to defer capital projects.
“Post-2020, one might have expected a meaningful rebound in spending – a ‘catch-up’ period to address deferred maintenance and bring assets back up to brand or investor standards. But the data suggest otherwise,” the report said.
By 2024, the share of properties spending less than $750 per key on CapEx dropped to 6 percent. Trepp said 13 to 16 percent were in the high-spending range, roughly the same as pre-pandemic levels.
“The middle tier ($750-$2,000 per key) has absorbed the shift, maintaining a roughly 77 to 78 percent share since 2021, suggesting that owners are opting for moderate upgrades, but not investing aggressively enough to reverse the cumulative effects of 2020's pause,” the report said.
Not in the clear yet
Despite some signs of recovery in lower delinquency rates for full-service and extended-stay hotels, the fact that the rates remain high for limited-service properties, combined with reduced CapEx spending, mean the market is recovering unevenly, Trepp’s report said. The limited-service segment in particular remains at risk for functional obsolescence and brand erosion.
“As investors and lenders assess lodging-backed CMBS exposure in the current market environment, headline delinquency rates should be interpreted with caution,” the report said. “Beneath the surface, capital health and reinvestment trends may offer a more accurate lens into long-term asset viability. If capital discipline does not return to pre-pandemic norms, the sector could face another wave of stress – one driven not by occupancy or cash flow, but by deteriorating physical infrastructure and declining borrower resilience.”