Among the noteworthy quotes of the week was Minor Hotels CCO Ian Di Tullio explaining the company's rationale behind adding four new brands.
Allegiant has built a fantastic property, and we look
forward to bringing our extensive experience with large-scale resorts to
Sunseeker.” – Scott Trebilco, Blackstone Read story
“They’re all positioned in high growth sectors of
hospitality, which allows us to expand into new markets more efficiently. It
also allows us to start doing a smart positioning and repositioning of some of
our existing properties. There are opportunities for us to reposition brands in
spaces where potentially owners can invest less, get a better return and better
internal rate of return versus only investing in the brand that they’ve been
locked into from a historical perspective.” – Ian Di Tullio, Minor Hotels Read story
“If you’re [accurate debt yield is] under 9%, you’re in the
danger zone and need to engage your servicer and capital partners now. Between
9% and 10%, execution is everything; get conversations going in the debt
markets and understand your real options. Over 10%, you’re in range but don’t
ignore deferred capex or looming PIPs. Start the conversation at least six
months so you’re seen as a partner, not a fire drill.” – Ryan Bosch, Arriba
Capital Read story
“I took for granted the reach and the need for a brand
behind midweek traffic in a city where group and corporate is a very big factor
of the occupancy picture. I thought that if you just build this beautiful
thing, they’ll just come, and it’ll be super easy. And that just wasn’t the
case.” – Stephen Wendell, Mountain Shore Properties Read story
“These acquisitions represent a pivotal milestone for Marine
& Lawn. Since launching the brand in 2019, our ambition has always been to
honor golf’s most legendary locales with world-class hospitality. The addition
of these iconic properties—each with deep roots in golf’s history—allows us to
bring that vision to life on both sides of the Atlantic.” – Ben Weprin, AJ
Capital Read story
“We’ve already used our scale to negotiate single master
service agreements (MSAs) for core systems, which has driven both efficiency
and cost savings across the portfolio. We’ve also standardized our data
structures, so whether it’s market segments or transaction codes, every
property is speaking the same language. This shared foundation is enabling
smoother collaboration and faster decision-making.” – Joe Pettigrew, L+R Hotels Read story
“These leadership changes reflect Hyatt’s commitment to
evolving our structure and aligning top talent with our most significant
opportunities. Javier Águila’s laser focus on the expanded Inclusive Collection
underscores the strategic importance of our all-inclusive business. Marc
Jacheet has stepped in seamlessly and is well-positioned to build on EAME’s
strong momentum with a keen focus on brand and guest experience. Jim Chu’s new
owner-focused role reinforces our commitment to this critical stakeholder group.
And having remained closely involved in development throughout my 19 years at
Hyatt, I’m energized to support this next chapter as acting chief growth
officer. With this team in place, I’m confident we’ll continue to execute our
intentional growth strategy and achieve our long-term ambitions.” – Mark
Hoplamazian, Hyatt Hotels Corp. Read
story
“From a development perspective, Germany still has plenty of
scope for increased brand penetration, particularly in the middle and
upper-midscale segments.” – Karin Sheppard, IHG Read story
“Pete brings an extraordinary track record of unlocking
performance, energizing teams, and delivering sustained results across complex
portfolios. His dynamic leadership and deep operational expertise will be a
catalyst to sharpen our strategic focus, accelerate growth, and elevate the
value we deliver to our owners and partners around the world.” – Mahmood
Khimji, Highgate Read story
“Review the group block calendar or GRC and meeting space
optimization reports with the sales team. Determine if groups can be shifted to
open more favorable patterns for other group room blocks. If your hotel does
not have a dedicated group revenue manager, controlling room blocks and
confirming meeting space is fully optimized, ensure that someone is reviewing
on a weekly basis. This can open conversations about underutilized space and
potential ROI opportunities that can be implemented.” – Silvie Cohen, Julianna
Saggese , hotelAVE Read story
“With just over £6 billion of known live opportunities, the
U.K. hotel sector remains well positioned to deliver a strong full year
performance.” – Richard Dawes, Savills
Read story