Webinar teaches hoteliers how to protect themselves on the job
Expert: ‘Hotels are private property with the same rules as homes’
By Vishnu Rageev RAug 06, 2024
Yogesh Patel, Zeshan Chaudhry, Usha Patel, Dilip Patel and Hemant Shantilal Mistry; all were killed on duty at their own hotels. In response, AAHOA is providing instructions in a webinar on how to protect hoteliers' belongings and lives.
The death of Oklahoma City hotelier Mistry on June 23 following an assault by an aggressive guest in his motel parking lot, is the most recent case of Asian American hoteliers being killed in conflicts with guests. The incident sparked an industry debate, emphasizing that hoteliers must now recognize the need to protect themselves, understanding both their rights as entrepreneurs and their duties to society.
Some guests believe their payment gives them license to disregard basic etiquette, leading to increased anti-social behavior and vandalism, according to experts participating in AAHOA’s webinar, “Essential Training for Hotel Owners: Managing Guest Misconduct and Ensuring Safety,” held on July 17. The webinar provided insights on safely handling confrontational issues in daily operations.
The session, hosted by Ralph Thiergart, AAHOA’s vice president of education, featured Todd Seiders from Petra Risk Solutions and Pooja Mehta from DPA Attorneys at Law. Seiders, a former Anaheim police officer with 25 years of experience, and Mehta, also chair of AAHOA's education committee, led the discussion.
Hemant Shantilal Mistry, 59, an Indo American hotel owner and AAHOA member, died on June 23 after an assault in his Oklahoma City motel parking lot. Richard Lewis, 41, was arrested in connection with the attack in which police say he punched Mistry, who died from the impact.
“After receiving feedback from members and fellow hoteliers about concerns for staff and guest safety, AAHOA’s Education and Professional Development Committee quickly organized this webinar,” said Miraj Patel, AAHOA’s chairman. “To honor Hemant’s memory and raise awareness of best practices for ensuring hotel safety, this webinar provides a detailed look at your rights as a business owner and the legal tools available for managing tough situations.”
‘Hotels like homes’
Seiders and Mehta emphasized that hotels, like homes, are private properties, and the same rules apply.
“Hotels are like your homes,” Seiders said. “You have full control over who stays and under what conditions. House rules like no cooking, loud music, pets or smoking are enforceable. If guests don’t follow these rules, you can ask them to leave. This extends to parking lots—know your property boundaries and manage them accordingly.”
Seiders, who joined Marriott International after a 25-year police career, stressed that private property rules override any guest arguments.
“If someone doesn’t comply with your rules, you have the right to ask them to leave, as it’s your private property,” he said. “The First Amendment doesn’t apply on private property. You only have the rights the owner allows. For example, you can’t protest or distribute literature without permission. If someone uses offensive language or causes a disturbance, the owner can ask them to stop or leave.”
Mehta, DPA Attorneys’ managing partner, recommended that hotel owners prominently post house rules and keep them general to cover a wide range of situations.
“Instead of specifying every possible violation, you could simply state that any disturbance is a violation of house rules. Effectively communicating house rules provides a basis for actions like enforcing trespassing procedures if necessary,” she said.
Seiders, now serving as CLSD at Petra Risk Solutions—a national hotel insurance brokerage covering about 4,000 hotels across all 50 states—emphasized the importance of confidently enforcing property rights.
Preparedness is confidence
In 2021, a shooting at a Motel 6 in Vernon, Connecticut, killed the hotel’s owner, 30-year-old Zeshan Chaudhry, according to local news station WFSB-TV. Chaudhry had argued with a guest over the cost of a $10 pool pass when the shooting occurred.
Pre-COVID, police responded quickly, explained options, and made arrests if necessary. Post-COVID, due to anti-police sentiments and progressive politics, police are often understaffed and slower to respond. Hoteliers must now be prepared to handle bad guest behavior and persuade the police to act when they arrive.
According to Seiders, confidence comes from preparation.
“Threatening or using violence in public is illegal in all states,” he said. “Be assertive with parties and bad behavior. For large, noisy gatherings, move them to a common area like the lobby to minimize disturbance. Don’t worry about negative social media reviews; address problems directly and respond factually. Prioritize safety and enforce house rules firmly. Once aware of an unsafe condition, you must act to provide a safe environment,” he said.
If someone looks out of place or has been loitering, greet them warmly and ask if they are a guest. Engage them with friendly questions to find out why they are there. If they are not a guest, inform them it is private property and ask them to leave, using phrases like "agent for the owner" to convey authority.
“The key is confidence,” Seiders said. “Be assertive and clear about the law, your rights as a business operator, trespassing on private property, and the right to refuse service. If they don't cooperate, take action: lock them out, get employees to evict them, or call the police.”
Seiders said hoteliers need to give themselves space to respond if there's a problem. And, they should be firm.
“Stand by what you say with authority and hope they back down. Bullies thrive when people allow them to,” he said. “Push back verbally, assert your authority, and they usually back down.”
‘Guests don't set your rules’
In 2020, Cleveland, Mississippi, hotelier Yogesh Patel was beaten to death by a guest he had had evicted from his hotel, the Delta Inn Motel.
Guests cannot dictate how you run your business, Seiders said. He advised being firm and clear, but polite when asking guests to cease behaviour that violates the rules. If someone starts recording, stop and clearly state the issue.
“For example, say ‘We’ve received complaints about the music. Please turn it down. Can you do that?’” Seiders said. “If they refuse or argue, repeat the request up to three times. If they still don’t comply, ask them to leave within 10 minutes, or you'll call the police. This approach, focusing on clear communication and setting boundaries, helps maintain control and appears reasonable on video. If you prefer not to be filmed, you can ask them to put away the camera.”
Hotel staff also have the right to record in public spaces.
“If your hotel has security cameras with audio recording, use them to capture incidents for later review, which can be useful if legal matters arise,” Seiders said.
Mehta suggested posting signs in the lobby and around the property stating that surveillance is in use.
“This can act as a deterrent and ensure guests are aware they’re being recorded.
Such tactics can create a sense of intimidation and encourage them to be more mindful of their behavior,” she said.
Record trespassers
Police in Elkton, Maryland, said Usha and Dilip Patel were shot during an argument with a guest at their New Eastern Inn in 2021. They were from Bhar Thana in India where they were remembered as “joyous and caring.” Photo courtesy of the Times of India.
If a homeless person or unauthorized guest repeatedly trespasses, clearly inform them they are banned from the property and document each incident meticulously, Seiders said.
“Document the exact date, time and the employee who issued the warning,” he said. “A photo of the trespasser can also be useful. Keep a trespassing form with incident details. This helps build your case if law enforcement needs to be involved and is useful for tracking repeat offenders.”
When the police arrive, be clear and specific about your needs.
Instead of vague requests like “Can you talk to the person in room 302?” Seiders said to say directly, “I need the person in room 302 removed from the property immediately. They are causing a disturbance and threatening guests and employees.”
Seiders said urban homelessness has risen since the pandemic leading to increased safety and confrontation concerns among employees.
“We explored tools for managing disruptive behavior, including pepper spray. While non-lethal, it can effectively deter threats and ensure safety. Its use requires a written policy or SOP and employee training, in line with OSHA regulations,” he said.
Seiders said hoteliers can find their state’s trespassing penal code section by searching online for “[state] trespassing penal code.”
“For theft, credit card fraud, or identity theft, every state has laws against defrauding innkeepers or theft of services,” he said.
Stay calm, keep distance
Distinguishing between aggression and violence is crucial.
“Violence varies by culture, affecting responses to aggression,” Seiders said. “As a hotel owner, balance assertiveness with calmness and maintain distance. Address issues firmly but without escalating.”
Seiders advised avoiding shouting, as it often escalates situations.
“Address issues calmly, and be prepared to retreat safely,” he said.
Seiders also noted that gently guiding someone out, even with light physical contact, is generally not considered assault or battery.
Know who can help you!
Personal relationships with local officers or their supervisors are invaluable for running a hotel business, says Todd Seiders from Petra Risk Solutions.
When de-escalation isn’t possible, knowing who can assist you is crucial for your safety, Seiders said, emphasizing the importance of building an active relationship with local police.
“Personal relationships with local officers or their supervisors are invaluable. Some may even share their personal contact information, which is incredibly useful for quick responses,” he said, adding that many local police departments have crime prevention divisions.
“Invite these officers for a property walk, even if you’re familiar with basic security measures,” he said, citing it as another opportunity to build relationships and possibly obtain their contact information. “Offering a clean, accessible restroom and 24/7 access for officers builds goodwill. Invite officers for coffee or breaks and provide dedicated parking for police vehicles. This deters criminals and gives guests the impression of a well-patrolled hotel.”
However, if you need to call the police, Seiders said, ensure it’s truly a last resort after other attempts to resolve the situation.
“When calling, be clear and urgent about the issue. Communicate the seriousness—such as disturbances or threats of violence—to ensure your call is prioritized appropriately,” he said. “Calls are often categorized by urgency. Convey the urgency accurately to ensure a swift police response.”
More than 70 percent expect a RevPAR increase in Q4, according to HAMA survey.
Demand is the top concern, cited by 77.8 percent, up from 65 percent in spring.
Only 37 percent expect a U.S. recession in 2025, down from 49 percent earlier in the year.
MORE THAN 70 PERCENT of respondents to a Hospitality Asset Managers Association survey expect a 1 to 3 percent RevPAR increase in the fourth quarter. Demand is the top concern, cited by 77.8 percent of respondents, up from 65 percent in the spring survey.
HAMA’s “Fall 2025 Industry Outlook Survey” found that two-thirds of respondents are pursuing acquisitions, 80 percent plan renovations in the coming year and 57 percent are making or planning changes to brand affiliation or management strategies.
“With hopes high for a stronger fourth quarter, hotel asset managers continue to maintain an optimistic outlook,” said Chad Sorensen, HAMA president. “More than 70 percent of our members expect RevPAR to increase 1 to 3 percent and two-thirds are pursuing acquisitions. With 80 percent planning renovations in the coming year, we see an engaged community focused on performance.”
Conducted among 81 HAMA members, about one-third of the association, the survey reports expectations for revenue growth, property investments and acquisitions.
However, the top three most concerning issues were demand, ADR growth and tariffs, HAMA said.
RevPAR growth forecast
Looking into 2026, 72.8 percent expect 1 to 3 percent growth, 18.5 percent expect 4 to 6 percent, 7.4 percent anticipate flat results and 1.2 percent project a decline. Full-year RevPAR projections versus budget are more mixed: 49 percent expect 1 to 3 percent growth, 17 percent expect flat results, 12 percent expect 4 to 6 percent growth, 2 percent expect 7 percent or more and 19 percent expect declines.
Hotel asset managers note several market pressures, the report said. Other concerns include ADR growth at 51.9 percent, tariffs at 34.6 percent, wage increases at 33.3 percent and potential Federal Reserve rate changes at 32.1 percent. Management company performance at 25.9 percent, immigration and labor trends, union activity and insurance costs were also mentioned.
“The industry is at its highest level of concern around maintaining or increasing rates,” Sorensen said. “There’s pressure to build on the P&L going into 2026.”
Performance projections
Confidence in the broader economy has increased since spring, the survey found. Only 37 percent of respondents expect a U.S. recession in 2025, down from 49 percent earlier in the year.
When asked about properties exceeding gross operating profit forecasts, 59 percent of managers expect 0 to 25 percent of their hotels to surpass targets, 25 percent expect 26 to 50 percent, 10 percent expect 51 to 75 percent and 6 percent expect 76 to 100 percent. Additionally, 20 percent reported returning hotels to lenders or entering forced sales since the spring survey.
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Hersha Hotels & Resorts sold The Boxer Boston to Eurostars Hotels.
The company acquired the property in 2012 for $12.6 million.
The property now sold for $23.6 million.
HERSHA HOTELS & RESORTS sold The Boxer Boston, an 80-room hotel in Boston’s West End, to Eurostars Hotels, part of Spain’s Grupo Hotusa. The company, which reportedly acquired the property in 2012 for $12.6 million, received $23.6 million for it.
The seven-story hotel, built in 1904, is near TD Garden, the Charles River Esplanade, One Congress, North Station and Massachusetts General Hospital, said JLL Hotels & Hospitality, which brokered the sale. It also has a fitness center.
Hersha Hotels & Resorts is part of the Hersha Group, founded in 1984 by Hasu Shah. Jay Shah serves as senior advisor and his brother Neil Shah is president and CEO.
JLL Managing Director Alan Suzuki, Senior Director Matthew Enright and Associate Emily Zhang represented the seller.
"The Boxer’s prime location at the crossroads of Boston's West End, North End and Downtown districts, combined with its strong cash flow and its unencumbered status regarding brand and management, made this an exceptionally attractive investment," said Suzuki. "Boston continues to demonstrate resilient lodging fundamentals driven by its diverse demand generators, including world-class educational institutions, medical facilities, corporate presence and convention and leisure attractions."
The property will become the Spanish hotel chain Eurostars’ fifth U.S. hotel, supporting the group’s North American expansion, the statement said.
Amancio López Seijas, president of Grupo Hotusa and Eurostars Hotels Co., said the addition of Eurostars’ The Boxer strengthens the company’s presence in key locations and promotes urban tourism.
Peachtree recognized by Inc. and the Atlanta Business Chronicle.
Named to the 2025 Inc. 5000 list for the third year.
Chronicle’s Pacesetter Awards recognize metro Atlanta’s fastest-growing companies.
PEACHTREE GROUP ENTERED the 2025 Inc. 5000 list for the third consecutive year. The company also won the Atlanta Business Chronicle Pacesetter Awards as one of the city’s fastest-growing private companies.
The Inc. 5000 list provides a data-driven look at independent businesses with sustained success nationwide, while the Business Chronicle’s Pacesetter Awards recognize metro Atlanta’s fastest-growing privately held companies, Peachtree said in a statement.
“We are in the business of identifying and capitalizing on mispriced risk, and in today’s environment of disruption and dislocation, that has created strong tailwinds for our growth,” said Greg Friedman, managing principal and CEO. “These recognitions validate our ability to execute in complex markets, and we see significant opportunity ahead as we continue to scale our platform.”
The Atlanta-based investment firm, led by Friedman; Jatin Desai, managing principal and CFO and Mitul Patel, principal, oversees a diversified portfolio of more than $8 billion.
A PETITION FOR a referendum on Los Angeles’s proposed “Olympic Wage” ordinance, requiring a $30 minimum wage for hospitality workers by the 2028 Olympic Games, lacked sufficient signatures, according to the Los Angeles County Registrar. The ordinance will take effect, raising hotel worker wages from the current $22.50 to $25 next year, $27.50 in 2027 and $30 in 2028.
Mandatory health care benefits payments will also begin in 2026.
The L.A. Alliance for Tourism, Jobs and Progress sought a referendum to repeal the ordinance, approved by the city council four months ago. The petition needed about 93,000 signatures but fell short by about 9,000, according to Interim City Clerk Petty Santos.
The council approved the minimum wage increase for tourism workers in May 2023, despite opposition from business leaders citing a decline in international travel. The ordinance requires hotels with more than 60 rooms and businesses at Los Angeles International Airport to pay workers $30 an hour by 2028. It passed on a 12 to 3 vote, with Councilmembers John Lee, Traci Park and Monica Rodriguez opposed.
The L.A. Alliance submitted more than 140,000 signatures in June opposing the tourism wage ordinance, triggering a June 2026 repeal vote supported by airlines, hotels and concession businesses.
AAHOA called the ruling a setback for Los Angeles hotel owners, who will bear the costs of the mandate.
"This ruling is a major setback for Los Angeles' small business hotel owners, who will shoulder the burden of this mandate," said Kamalesh “KP” Patel, AAHOA chairman. "Instead of working with industry leaders, the city moved forward with a policy that ignores economic realities and jeopardizes the jobs and businesses that keep this city's hospitality sector operating and supporting economic growth. Family-owned hotels now face choices—cutting staff, halting hiring, or raising rates—just as Los Angeles prepares to host millions of visitors for the World Cup and 2028 Olympics. You can't build a city by breaking the backs of the small businesses that make it run."
Laura Lee Blake, AAHOA president and CEO, said members are proud to create jobs in their communities, but the ordinance imposes costs that will affect the entire city.
“Even with a delayed rollout, the mandate represents a 70 percent wage increase above California's 2025 minimum wage,” she said. “This approach could remove more than $114 million each year from hotels, funds that could instead be invested in keeping workers employed and ensuring Los Angeles remains a competitive destination. The mandate increases the risk of closures, layoffs and a weaker Los Angeles."
A recent report from the American Hotel & Lodging Association found Los Angeles is still dealing with the effects of the pandemic and recent wildfires. International visitation remains below 2019 levels, more than in any other major U.S. city.
India-based TBO will acquire U.S. wholesaler Classic Vacations for up to $125 million.
The deal combines TBO’s distribution platform with Classic’s advisor network.
Classic will remain independent while integrating TBO’s global inventory and digital tools.
TRAVEL BOUTIQUE ONLINE, an Indian travel distribution platform, will acquire U.S. travel wholesaler Classic Vacations LLC from Phoenix-based The Najafi Cos., entering the North American market. The deal is valued at up to $125 million.
Gurugram-based TBO is led by co-founders and joint MDs Gaurav Bhatnagar and Ankush Nijhawan.
“We’re thrilled to bring Classic Vacations into the TBO family – the company’s longstanding delivery of services has earned the trust of more than 10,000 travel advisors in the U.S. and their end customers, making Classic Vacations a seamless fit for our vision in the travel and tourism industry,” said Bhatnagar. “Classic Vacations is led by a strong team and will continue as an independent brand while leveraging TBO’s technology and distribution capabilities to grow its business.”
Classic Vacations reported revenues of $111 million and an operating EBITDA of $11.2 million for the financial year ending Dec. 31, 2024, the companies said in a joint statement. The company has a network of more than 10,000 travel advisors and suppliers.
The acquisition combines TBO’s distribution platform with Classic’s advisor network to strengthen their position in the outbound market, the statement said. Classic will continue as an independent brand while integrating TBO’s global inventory and digital tools.
Nijhawan said the acquisition furthers TBO’s investment in organic and inorganic growth.
“As we begin integrating Classic Vacations with TBO, we will remain open to similar strategic alliances going forward,” he said.
Classic Vacations was acquired from Expedia Group by The Najafi Cos. in 2021.
“This acquisition and partnership are a natural next step for our portfolio company Classic Vacations, and we’re happy to have worked successfully with them for the last four years, maximising the company’s strengths and expertise in luxury travel,” said Jahm Najafi, founder and CEO, The Najafi Companies.
Moelis & Co. LLC was the financial adviser and Ballard Spahr LLP the legal adviser to Classic Vacations. Cooley LLP served as legal adviser and PwC as financial and tax adviser to TBO.