Podcasts about Hospitality

Virtual GM - A Hotel Management Podcast

Play Episode Listen Later Sep 3, 2026 23:20

What's happening across the hospitality industry right now? In this episode of The Modern Hotelier Hospitality Hot Topics, Steve Carran and David Millili sit down with Richard Sandoval, CEO of Spire Hospitality, to unpack the latest trends and biggest stories shaping the hospitality industry—from Airbnb's growing move into hotels and OYO's fake hotel listings to Hilton and Marriott's push into wellness and experiential travel. They also dive into Google's $10 million acquisition of Spirit Airlines' data, the growing value of data and AI in travel, and what automation means for the future of hotel operations. Richard also shares his vision for Spire Hospitality, the importance of the owner-operator model, and why, even as AI transforms the industry, genuine human connection, hospitality, and personalized guest experiences will remain at the heart of the business. In this episode, you'll learn more about: Airbnb partners with Lark HotelsOYO takes bookings for fake roomsHilton launches Signia Restore & Marriot's Luxury Collection Unveils ExpeditionsGoogle buys Spirit Airlines data for $10 millionWhat's new at Spire HospitalityWatch the FULL EPISODE on YouTube: https://youtu.be/oKdibg8m2z4Links:Richard on LinkedIn: https://www.linkedin.com/in/richard-sandoval-434234184Spire Hospitality: http://www.spirehotels.com/For full show notes head to: https://themodernhotelier.com/episode/325Follow on LinkedIn: https://www.linkedin.com/company/the-..Join the conversation on today's episode on The Modern Hotelier LinkedIn pageConnect with Steve and David:Steve: https://www.linkedin.com/in/%F0%9F%8E...David: https://www.linkedin.com/in/david-mil.

Play Episode Listen Later Sep 3, 2026 18:12

After a summer break, Cody & Meagan are back in the chair for Season 4 of the Virtual GM Podcast!In this season kickoff, they catch up on what they've learned from stepping away, what's changing across the hospitality industry, and what independent hotel owners and operators need to be thinking about right now.

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Slow Partnerships, Fast Loyalty - Diarmaid O'Sullivan - Defining Hospitality

Defining Hospitality Podcast

Play Episode Listen Later Sep 2, 2026

"You can teach someone the skills to operate a system, how to make a bed, how to make a dish. But you cannot teach someone to have empathy, to connect with people, or just be happy."

partnership defining hospitality loyalty diarmaid

Leadership Influence & Alignment: Five Essentials for Business Growth

New Patient Group™ (Formally known as the Doctor Diamond Club Podcast)

Play Episode Listen Later Sep 2, 2026 28:05 Transcription Available

Send us Fan MailIf your team is working hard but results feel chaotic, the problem usually is not effort. It's direction. We dig into the second part of our leadership pillar in the Five to Thrive series by pairing two fundamentals that determine whether your strategy actually turns into growth: influence and alignment. Think of influence as the engine of leadership and alignment as the directions. A powerful engine with bad directions still wastes time, burns people out, and creates frustration.Click here to watch Part 3 of this leadership seriesClick here to watch Part 1 of this leadership seriesClick here to watch Part 1 of this leadership series on YouTubeClick here to Schedule a Free Business ConsultationSend us Fan MailWelcome to The Brian Wright Show:Brian Wright works closely with executives, entrepreneurs, small business owners and executives in five areas essential to thrive in the new economy: Leadership, Culture, Sales, Hospitality & Marketing. He calls it, "The Five to Thrive." You have come to the right place If you want to grow your business and surpass goals unlike ever beforeIn this video you'll learn powerful business growth and efficiency strategies broken down into five categories that transform:✔ Leadership✔ Culture ✔ Sales ✔ Hospitality✔ MarketingThanks to our Sponsors:New Patient GroupWrightChatThrive Consulting GroupClick here to Schedule a Free Business ConsultationToday's EpisodeWe unpack the three mechanisms of influence that help people move willingly instead of being pushed by rank or title. That starts with relational trust built through consistent behavior, active listening, and transparent communication. From there we move into contextual clarity, communicating the why behind decisions so change management does not turn into resistance, confusion, or passive compliance. We also talk reciprocal value, aligning organizational goals with individual aspirations by knowing your people as real humans, not just numbers on a dashboard.Then we get tactical about organizational alignment: set non-negotiables while giving autonomy, stop micromanagement from killing confidence, and fix your meetings by focusing on lead measures that people can control instead of only lag measures that shame them after the fact. We also cover feedback loops like one-on-ones, team roundtables, and cross-training to improve coordination and customer experience, plus the “disagree and commit” standard so debate does not become drift. If you want a team that executes fast without taking 55 wrong turns, hit play, then subscribe, share this with a leader on your team, and leave a review with your biggest alignment challenge.

215 – TMG Hospitality Trailblazers: Charles Oswald

Suite Spot: A Hotel Marketing Podcast

Play Episode Listen Later Sep 2, 2026 37:27

Special guest and familiar face, Charles Oswald joins the Suite Spot in his return to the TMG Hospitality Trailblazers series. As CEO & President of Aperture Hotels, Charles shares his insights on AI & technology in hospitality, capital investment challenges, and his vision for the Aperture Hotels brand. Tune in now to the full conversation. Ryan Embree: Welcome to Suite Spot, where hoteliers check in and we check out what’s trending in hotel marketing. I’m your host, Ryan Embree. Hello, everyone. Welcome to another episode of The Suite Spot. This is your host, Ryan Embree, here for another edition of our TMG Hospitality Trailblazers. Technically, a look back on a few years back when we visited with this particular individual and company trailblazing and paving the way forward in hospitality. That is Charles Oswald, president and CEO of Aperture Hotels. Charles, thank you so much for being back here on The Suite Spot. Charles Oswald: Oh, it’s good to be back. Thank you. Ryan Embree: Yeah. You’ve been busy. It’s been a long time. I had to look back and see the last time we visited here on The Suite Spot. We did our original hospitality trailblazers, really in the infancy of Aperture Hotels back in December 2023. A lot’s changed on that since then, right? So catch us up a little bit. What have you been working on? There’s been some incredible growth that we’ve seen with your company. Congratulations on that. But catch us up since we last visited. Charles Oswald: First off, so at that time when we had launched Aperture Hotels, we were coming out in the, in the wake of the pandemic. So if you kind of think back where we were three and four years ago versus today, there were a lot of properties that had gone through this economic shock, and there were owners who were reeling from that experience, especially those that had corporate business travel hotels as opposed to those leisure destinations that benefited from the pandemic. And so during that time, Aperture actually went on and took on almost 30 different properties that we added to the portfolio, that were, driven by those owners who needed a new management company to come and take a look at their, their with fresh eyes and take a look at their top line strategies, their expense controls. And so we had a lot of properties, and they were 100% of those properties were not through acquisitions, but were actually just performance turnaround assignments where they were switching management companies, to somebody to take a fresh look. So, with all that said, we found ourselves, walking into properties that were on, like, the sixth or seventh year of a five-year hold strategy for private equity firms or high net worth individuals and so on. And that quickly turned into turnarounds, which the story from us lately has actually been sales, a lot of sales, 20 plus sales over the course of this last year. And so today, as we stand here, I’m actually more rebuilding the pipeline with a mix of more management change assignments, plus a few pipeline of new developments. And those new developments are mostly, like, 100 or 300 room soft brand properties across the country. So yeah a lot’s changed for sure. Really rapid growth, really rapid sales, and now more sort of measured one at a time growth. Ryan Embree: Yeah, and I wanna talk about that, because I’ve had the privilege to talk to some management company owners and leaders, and they’ve kind of echoed that same sentiment of not just growth, but strategic growth. And that seems to be where you are right now, too. So when you kind of take a look at. I know you mentioned that particular segment, but when you take a look at the hospitality landscape right now, what makes the right strategic partner for Aperture Hotels right now as you kind of enter this cycle where you’re trying to build back up a little bit? Charles Oswald: You’re right. The right partner, it’s about fit. And when you look at the experience of our leadership team, we’re really engineered towards compact, full service hotels, lifestyle, premium select service brands. They can be brand or independent. We’d like to partner with owners that have some portfolio stable scalability. Preferably they own by that, I mean, they own more than one hotel, and there might be more than one opportunity there. You know, we wanna work with those owners that know what they’re doing, right? They’ve got some, some governance, sophistication, some decision speed. Hopefully, they’ve not just made bad investments when they’re turning over these properties, but really, they’re looking for some performance turnaround in a good investment. And preferably those are longer term holds. As you can tell, we did a lot of hard work for some turnarounds and watched them sell. And they sold largely to owners who had their own management. So that’s tricky for us, right? That leads us looking for more opportunities. So in terms of us in aperture and how we see ourselves in competitive points of difference is we’ve got a group that has hundreds of hotels of experiments. Myself, I’ve managed about 300 hotels now over the years, and they’ve ranged from little 60-room properties up to a thousand plus room convention hotels and resorts. And so what we bring is, we’ve got big experience in our leadership team, but we’re in a small package, right? A boutique-sized company that can give more corporate support to property ratio. And we’re very data-driven in how we use our decision-making tools to uncover those hidden business opportunities and the potential to drive market share and outperform GOP. Big experience, I’d say that corporate support, the data-driven decision-making process and tools, I think is really what sets us aside. And by the way, I’ll just mention that our average RGI that we’ve achieved in the first 18 months when you put us in place after another management company, the average RGI growth or repar index gains is actually just over 10%. So we’ve had, like, incredible turnarounds at the top line, which leads them to great bottom line improvements as well. Ryan Embree: Which makes it so much more impressive, too, with the climate right now. And these events that we go to would talk about operating and margins right now, and trying to be just efficient as possible, because costs are, are rising right now. It is certainly difficult to navigate, and I’m sure that experience that you’ve had has certainly lended itself to some great stories that you can then share to help grow that portfolio. And the other part of the experience that you were talking about is you have the data and the insights. And one of the places you find that data and insights is obviously hospitality events that are going on. I’ve had the pleasure of running into you at quite a number of these. If I’m not running into you, Charles, I’m seeing you up on stage conducting interviews or, or sharing some of your takeaways on LinkedIn after the event. You got a busy second half of the year. I wanna talk about these events, though, and how you kind of leverage them, right? So, why do you think these events, especially now, are so important? And then, how do you measure success of an event once it’s completed, whether that be a lodging conference, an investment conference, or whether it be, just an educational data event? Charles Oswald: Look, that’s a really good question. When you consider the time, travel budget, and the opportunity costs on an executive’s busy calendar to get out to these conferences and spend three, four days between the travel and the time out there, we’ve gotta be, we’ve gotta be very intentional, right, about how we approach it. So, I see value in going to these conferences because of deal sourcing and the relationship capital that we pick up. Also, I think there’s that market intelligence and the pricing signals that we get from those from this conference. There’s the access to capital markets. That was particularly important for me here recently as I was looking to as I’m in the process of acquiring a property right now in Phoenix, and when we needed to raise LP capital and we had those relationships these are people, again, we met at conferences. I think talent reputation, right, it’s important to get out there and continue to manage that. So those, those are a number of the reasons why we wanna get out to these conferences and why we think they’re important. But the measure of success, you’re right, for a data-driven guy, I wish I could put a specific number to it. Like, here’s the ROI from each of these conferences. It’s really difficult to. It’s really difficult to do, but I can tell you that, I do look back and, and aggregate those. I look at the management contracts we picked up, and I think of, “Okay, well, where did I meet these folks? And so what’s the average return?” And I can put a number to that. And I would tell you that in terms of the immediate return, what I’m looking for is if I can have three to five specific follow-up conversations, a result of that conference, then the trip was worth the cost. Ryan Embree: That’s great advice for young hospitality professionals out there. I mean, we have a great industry, and one of the coolest parts of it is you get to rub shoulders sometimes with those executives. So even those younger hospitality professionals that might be tuning in here, it’s a great piece of advice to when you can, obviously, try to get that exposure of networking and get out there because hospitality is certainly a big world, but it’s also a very small world, and you run into a lot of the same people. And again, this, just like you said, Charles, a lot of the stories, success stories, whether it be business relationships, some of those transactions could stem from sitting next to somebody at breakfast – Absolutely. On day two of a conference. Love to hear that advice, love to hear that those stay beneficial, because we love those. We’re hospitality people, right? We’re in that industry. Now, another thing you become kinda famous for your takeaways articles on LinkedIn. My advice would be to encourage anyone, definitely give Charles if you’re not already a follow, because you have some great insights and takeaways from some of the events that he goes to. So I’m gonna kind of put you on the spot here. If you had to do a takeaways article for the first half of 2026, maybe give us a couple points, and then if you could, maybe share some predictions. We’re hospitality people. We love to kind of predict, try to predict the future a little bit, so. Charles Oswald: Yeah. Well, maybe, maybe the biggest takeaway from the first half is that we’re not great in hospitality about predicting future. Ryan Embree: That’s a good one. Charles Oswald: So, as we rolled into 2026, there were a lot of folks that were saying it was gonna be, like, Groundhog Day, that we’re looking at flat, very modest, RevPar growth and expenses that, outpace, the top line. And I think what nobody saw coming was US demand growth in the first half of the year. Now part of this, I will tell you, if we look back in some panels, a year ago, I called part of this, which is I asked why is no one talking about the impact of the $30 billion increase in tax refunds that we’ll see, plus the real wage growth that’s happening, and what impact that could have on our industry? And, and a lot of people kind of poo-pooed and they said, “Well, you know, we don’t really know that the tax refunds are gonna be there. We don’t really know how those are gonna hit.” Okay. But we do. There was some, some mirroring it kinda like during the pandemic when you put money in people’s pockets, there were a lot of people that just went out and spent it. And so I did, I think that had a real impact on the, on the first half of the year. And then the other part that none of us saw coming, and I didn’t, was certainly there’d be a war in Iran and how the general global conflict can would affect the outbound travel case for the American traveler. So, that outbound travel, international outbound decelerated, right, while domestic leisure demand, stayed strong. So, that helped prop up the first half of the year. So there are some trends from the first half that I think will carry out to the second half. So for not getting in looking forward, I’d say that second half of the year, there’ll be more bifurcation. You know, we’re gonna see a continuing challenge to new supply growth, and we’re gonna continue to see labor costs rising, but at a bit of a decelerating rate. So if I were to expand a little bit on that, on the bifurcation, we’ve heard a lot of talk about the K-shaped economy. And really in that bifurcation, there’s some people talking about this hollowing in the middle class, and, and, and I think that’s actually very, very misrepresented. What’s actually happened is we’ve seen a growth generational wealth, over the course of the last 10, 20, 30, 40, 50 years. And this is a long-term macro trend, okay? The fact is that there are fewer poor today, about a third less than there were, you know, 40, 50 years ago. There are few, fewer lower middle class, and no longer is the core middle class the largest classification of income in America. But according to the BLS, Bureau of Labor Statistics, it is actually now the upper middle class is the largest class, right? So people are moving up on this continuum, and they’re more wealthy. So when you start thinking about that, what does that affect on our industry? That’s why we’re seeing this interest in, towards experiential travel, towards the soft brands, towards luxury, and why upper upscale and luxury tiers have been outperforming. So I think we’ll continue to see that as we go through the end of the year. And the other story I think we’ll continue to see is that new supply, right? Man, the plan, I mean, there’s, like, you know, 10% supply growth planned. But what actually happens, is just a, you know, a fraction of a percent. And so, in there, the challenge, you know, debt isn’t the problem anymore. It’s more about equity and construction cost relative to the commercial real estate valuations,in interest rate market environment that we’re in today. Ryan Embree: Yeah, so you have a little bit tampered demand, or tampered, building construction because of those construction costs. And do not underestimate, again, the willingness and ability for people and wanting to travel and have experiences. I still think they even the younger generation, they’re getting some more money in their pockets, and the first thing that they’re wanting to do is plan a nice trip, right, before they go out and, and buy those expensive things that, which was, was typically would happen. Charles Oswald: Yeah, and I wanna just comment one thing though is we’ve talked a lot about economic resilience, and that resiliency definitely exists in the US, and it’s more resilient than a lot of folks probably though it was when you look back in time. However, some of that does seem to be breaking here, right? You know, you are seeing rise of credit card debt. You are seeing some increases in folks, particularly at the mid-scale and, and, and lower income classes defaulting on car payments and things like that. And so if you start to make a decision about, you know, do I travel or do I pay my, my car, that is going to affect the industry, you know, as we go forward. And, and that’s gonna play a little bit in that bifurcation that we were talking about. Those who are on the upper end have watched unreal growth for the last few years in their stock market portfolios. You know, they, they feel a little bit more free and, and open travel. Ryan Embree: Yeah, it’s interesting. You’re right. You know, we always talk about still prioritizing travel, but travel over things. But when tho- those things become, like you said, payments or car payments, then all of a sudden the priorities start to shift a little bit. So it’d be interesting to see how that continues in the second half of this year. Now, another topic we that you’re gonna hear at every single hospitality show, it’s a bingo card, is AI and technology. And you, and you actually speak a lot. I’ve seen you on panels speak a lot to it in, in your interviews. Where do you think the hospitality industry, which we’ve said typically is one to slowly adopt technology? Where do you think we are in this cycle of AI adoption? And then maybe you could zoom in a little bit into your organization and, and where you’ve prioritized that, or maybe stayed away from it. Charles Oswald: Maybe we kind of break that down into sounds like three or four areas, right? I think, yeah, it’s what’s the biggest impact today? What’s kinda happening now? And maybe where’s it going? Sure. And, uh, and how do we play into that as a management company, right? Yeah. So I guess there’s four ways. In terms of the biggest impact today, it’s for sure it’s been, it, it, it’s been in distribution, right? Uh, GEO and AEO are the new SEO. And so, um, uh, maybe what’s accelerated hospitality is entrance into AI because the customer was using it to search for hospitality, and then all of a sudden we woke up and said what – Ryan Embree: Great point. Charles Oswald: It’s not just about keywords, but how, how do we become the answer to the question they’re asking? And so that’s, uh, that’s certainly the biggest impact today is on the distribution side. I think what’s happening in progress, we’re starting to see more in the areas of revenue optimization and design, right? Like on, you know, when it comes to new hotel renovations and they and developments. And then the future, where’s it going? I think we’re gonna see AI more in our, more closely integrated into our business analytics, like and that’s gonna extend into labor scheduling and productivity. I think we’ll see it help us in energy management and procurement. Things like F&B menu engineering both from the creative standpoint and kinda marrying that with the math, right? Like, what the cost of plate is and what the customer’s actually buying. And and that’s really important. IAnd by the way, that’s a weak spot, I think in the industry. There are an awful lot of management companies that are not very good on food and beverage side. So at Aperture, what are we doing? First off, I would say we lean really heavily on our tech partners to adapt, adopt AI for their analytics or reporting insights. And today insights has become the real opportunity, right? I mean, if you ask your BI system, you know, it’s one thing for them to be able to pull a report or show you some side-by-side comparisons, but the insights, like, why is this happening? You know, you can tell me, me what my flow-through is, it’s great, but, like, what should it be if we had run according to all the budget metrics that, like, that we put out there? They’re, they’re weak on that side, at least to date. So I think that’s gonna be the next step is that is conveying those analytics and reports to insights. And so, we’re keenly working with technology solutions that they can implement in those ways, and digital marketing efforts that help us improve the distribution that we were talking about earlier, GEO and AEO. And from a practical day-to-day standpoint, you know, we’ve incorporated, cloud enterprise solutions in our daily work and our applications, like, you know, Excel and SharePoint, et cetera, like a lot of other companies have. But we got plenty of room, plenty of runway there when it comes to AI. Ryan Embree: Absolutely. Yeah, 100%. So, uh, every day, yeah. every hour, it feels like sometimes with these announcements. Um, but yeah, you, you mentioned something really, really fascinating at the top of that, the answer of, you know, I think the adoption cycle sometimes with technology and hospitality has been slow because we’ve tried to, sometime, “Hey, download our app,” right? We’re, we’re trying to get the customer to move with the technology that we want them to move into, and the ecosystem that, that, “Hey, you know, do this.” And now, what’s happening is we’re seeing the consumer move into these LLMs and, and AI search, and now hospitality’s kind of been like, “We have to catch up because this is where our customer is,” right? So maybe that does cause a little bit of, uh, acceleration. So, because that is the biggest thing that we’ve been hearing as well, is just AI visibility. There is just this, this fear of a couple years ago, it was the fear of doing anything and being like, “I’m not doing anything with AI and technology. Now it’s like, now I have. My biggest fear is keeping me up, is I’m not being found on AI, uh, search engines and LLMs.” Charles Oswald: Yeah, let me tell you, like, just a great example, I was traveling not long ago, to Chicago, and I had a trip to Nashville, and I was just curious. I just, I went to Google – Yeah. And said, “Hey, what are the, what’s the best hotel in Chicago?” And it gave me a list of sponsored results. So it was like, I don’t know, half a dozen or so hotels there. And it gave me a list of, like, you know, here’s what says, and there’s like 20 properties there, and there is, AAA and Forbes, and there was the map and so all this stuff, and I’m like, “Wow, there, there’s, like, you know, 60 best hotels in Chicago.” And so then I moved over, just out of curiosity, I asked, uh, Claude, “What’s the best hotel in Chicago?” Gave me one answer, named one hotel, this is the best. And it gave me a little honorable mention list of three properties underneath it. I thought, oh, my gosh. And then I did the same thing with Nashville. I get one answer – Yeah. And it’s honorable mentions. And it really started making me think, oh my gosh, like, like, if, if only one hotel is gonna come up with that, how do I make that money? And, uh, and who is this, who is this, um, generative AI trusting? And so, so, so we began to dive really deeply in that conversation about, like, when, where are these trusted resort returns coming from, and how do we influence that, right? How do we make sure we appear there? Ryan Embree: 100%. Yeah, that’s the, the next race right now is to try to figure that out. And that’s difficult. Charles Oswald: Kind of back up and just elaborate, just one more comment – Yeah. Is just that, that, like, in Google, I mean, it’s, sure, it’s trusted. I don’t think anybody says that you don’t, you don’t trust Google on those returns and the 60 properties that it’s sent, but – Right. It’s returning the results that it wants you to see, the search engine. Whereas Claude, ChatGPT, Grock, others, they’re returning the results that, as the consumer, I wanted to see. Ryan Embree: And that’s, and that’s the, I think that’s the difficult because it almost changes into a little bit 40 chess, because I might ask the same question, and based on my search experience, it could look at a different best hotel in Chicago than could be your best hotel in Chicago. Once you go down that. Yeah. Charles Oswald: Are you Going there for business, or is it a wedding, or is the soccer team? Yeah, right. And it, it might know the purpose. It might know lis – a little something about you. You’re exactly right. Ryan Embree: Well, uh, uh, listen, I’m gonna take us back before we get to, into that to rabbit hole and, and lose everybody there, because one of my, uh, one of the favorite parts of the conversation, and we’ve done, you know, now this, I think we’re, we’re over 200 episodes here, but one of the, one of my favorite parts, uh, places of our conversation, Charles, back when we first spoke, was hearing the origin story of aperture hotels and, and the name for it. And so, uh, I wanted just to revisit that for those who may have missed that episode. Can you share that story again and why this whole shift your perspective, which you can find on your LinkedIn, your website, everywhere, that mindset has really resonated, uh, with, so well with, um, hotel owners, investors, and has, has been an important part of your s – your company’s success. Charles Oswald: Oh, wow. Um, you know, thank you for, uh, for asking that question, uh, and, uh, and it’s a reminder and the flashback. You know, so, uh, so what is an aperture, first off, right? It’s, it, it’s, it’s in that, you know, that, that, that camera lens that allows light, right, to, to, to pass through, right? So, so it creates a clear, well-composed image. And so I think from a hospitality brand, um, that maps into some of our values. Um, you know, we talk about transparency and accountability. We talk about clarity and vision, right? Like, an owner sees a, a hotel’s position, um, uh, potential, and we can help capture it, right? We help focus, bring focus. Precision and control, you know, I, I think that helps, uh, convey into our views on process orientation across the enterprise and, you know, and consistent execution. One of our core values is about being actively curious, right? Like, how do you scratch beneath the, the surface and shine a light on, on what that is, right? And, you know, what can we do to, to make, you know, to reveal those, those, the, the hidden business potential? We think about, you know, when we’re walking into the hotel and, and, and we’re touring our, our properties and, and, and looking for those, um, those guest experience improvements, it’s like, how do we make this, uh, picture perfect for the customer who arrives, right? What that arrival experience, what are the first moments of truth? And so I think all of those things, that, that transparency of clarity, vision, precision control, uh, you know, picture perfect, uh, all these things, um, sort of play into that aperture name. But I’ll be honest, there was another part of this, uh, which is that, you know, there’s, like, 400 hotel management companies out there, uh, and there’s hundreds more that used to be. Finding an original name is admittedly difficult. Every name you can think of has been, uh, used. Sure. Uh, we, we were fortunate, uh, to be able to find something that was original that didn’t, you know, pigeonhole us into something like, you know, calling ourselves, uh, Sunbelt Management or something like that. So, so, so that did work out well for us. Ryan Embree: Yeah. Well, I love it because, you know, you, you mentioned at the top that this was, you know, Aperture Hotels was really their origin story started during and during that COVID time, right? During and after that COVID time. And I think it was in those conversations, the companies and organizations that I spoke to that had a very clear North Star, a very clear direction of who they are and their culture during that time, because it was such a difficult time. So to have such a strong kind of name and you have all of those things, I’m sure that is, has been so beneficial for you as you continue to grow and scale, because you need that, right? You need something to kind of lean back onto and be kind of your Compass North, your North Star, however you wanna to phrase it. But I love to hear that. And like I said, it, it stuck with me all these years afterwards, so I wanted to touch on it again. And, um, I saw recently on LinkedIn that, uh, you and your team wrapped up a leadership conference in, uh, New Orleans. Tell us a little bit about that event and how, how instrumental the team has been, and also your, your success over at Aperture Hotels. Charles Oswald: Oh, that is. Well, yeah, that, that, that was a fun time. Uh, first off, getting together, getting our team together – Yeah. For that annual conference is my favorite part of the year really energizes me. Um, you know, I’m so grateful for, for, for, for the team that’s doing this work on the ground and, and the leadersh – uh, we have out there in the field. You know, I think often we talk about performance. We send around our balanced scorecard. We measure and we rank people and, and, uh, you know, we talk about process and so on. And that, and that’s, that’s an important part of the, uh, uh, of what we cover in the, uh, in, in our annual leadership co – uh, conference as well. But, um, but I think when you’re rubbing elbows, uh, you know, you’re in the same room with everybody. Uh, there’s, there’s a different level of, you know, preparation, focus, and curiosity, you know, team member bonding and relationship that happens. And, you know, and I love how in the aftermath of these conferences, we, you know, we hear about how, you know, the general manager, you know, in, you know, in the US West, it’s called the general manager in the US East, and they’re – Sure. They’re getting together and collaborating now on, on, on best practices and, and how they dealt with certain challenges maybe that are shared experiences that they’re having. So that’s where it happens, right? I mean, you get out there in a conference together like this where I think i- ideas get sharpened, uh, perspectives broadened. People learn, you know, here’s some insights, and they, uh, you know, share in their experiences. They challenge each other. And, uh, we, and, and we come out of it just, uh, winning together. And by the way, I should mention also, there’s some really great food, uh, so – Oh, I know. Yeah, yeah. Sorry. New Orleans. Uh, I’m a big eater. Ryan Embree: Yeah, that, that helps too. Uh, Charles Oswald: A few extra, but I’ve never missed one. And, uh, New Orleans is a great place for someone to like me, that’s for sure. Ryan Embree: Yeah. We, well, we talked about how quickly things are moving right now in hospitality, and it’s so important to kinda get everybody together in one place. And we’ve seen how you prioritize, obviously, the, the bigger hospitality events across hospitality. So sometimes to get that dialed in with your team, just so important. And great to hear that that continues to be. ‘Cause if you remember back in the day, we were hearing that that was gonna be the end of this, by the way. Everybody was gonna have these leadership conferences on Zoom, and everyone was gonna love it, and nobody was going anywhere. So, uh, love to see that that, that prediction didn’t come to pass. Now, you’re – Charles Oswald: Yeah, you know, the funny thing about that, Ryan, is – Sure. Is that we’re out there in hospitality on the sales front. We were telling our companies, our clients, why they all need to get together. And hospitality companies are like, “Well, but, but we’re gonna do it on Zoom.” Ryan Embree: Right. Right, exactly. Right? We gotta practice what we preach a little bit Charles Oswald: Both Sides of our mouth, right? Yeah. Yeah. And, and enjoying some of the hospitality, uh, that we provide every single day, right? So, so you’re headquartered in Atlanta, Charles, you’ve got. But the portfolio spans across the country, you mentioned it. Are there any particular markets that you’re seeing strong opportunities and maybe some that you’re cautiously maybe staying away from for a bit right now? Charles Oswald: Well, uh, first off, the Atlanta part. Um, right? I mean, we’re, we’re the transportation hub of the Southeast, but, uh, arguably the country and the world with the world’s biggest and busiest airport. So when we talk about, like, w- where we’re willing to go, we’ve got a competitive advantage from here in the, uh, in that we have more direct flights to more cities across the country and the globe than any other, an- anybody. Else, right? Uh, coming out of, uh, the world’s biggest and busiest airport. So, so that’s, uh, that’s, that’s really nice and not to mention there’s a, there’s certainly a lot of drive markets, uh, that are within four, four hours of, uh, of Atlanta. So, um, so yeah, that makes us pretty opportunistic when it comes to, uh, uh, hotel management assignments. You know, ideally, uh, you know, we’re looking, ideally we’re, we’re looking at, you know, those top 100 or so cities. Ideally, you know, we, we, we certainly have better presence in the eastern half of the US, but we do span from Florida beaches to coastal California. In terms of the type of markets that are, that are more ideal and better fit for us, you know, generally speaking, they’re, you know, a lot of the, the southern markets are, uh, you know, certainly performing well. They’re business friendly. We avoid union hostility, uh, where, whenever possible, right? Sure. And, um, you know, th- those are the type of markets where we’d wanna go. And in terms of, of the type of hotels, you know, again, I think leaning towards the bifurcation that we know exists in, uh, in the industry that kinda says, you know, you gotta be great at, uh, soft branding experiential properties, right? And some lifestyle assets. And, and so that we’re, we’re, we’re leaning that direction. And you see it in our pipeline. You know, so, so our pipeline includes, you know, includes today, uh, multiple Marriott, Hilton, soft branded assets, like, like Tribute and, you know, and Tapestry Autographs. We also have, uh, some brands like Compass by Margaritaville sitting in the pipeline, right? And, and independent. Um, so, so really cool, exciting places where we get to create our own brand, really, our own store – Yeah. Based off of the building that’s there. And all of those new development projects that we’re talking about have, um, they have a lot of credit. I mean, that’s the only way you can pull these off today is if you’re, if you’ve got historic tax credits, you know, so we’ve got that in multiple places and hundred plus year old buildings. It’s, you know, great stories to tell. Uh, we’ve got, uh, you know, tax increment financing, PIDs, we’ve got enterprise zone, we got the CIPLA, you know, many other different factors that have played into making a capital stat that actually works. Uh, and that’s the way to, you know, that’s, that’s the way we’re getting it done and, uh, on the new development side. Ryan Embree: Well, those are fun projects, let me tell you. Um, I, I, I’m sure to work on, because it’s like you said, I mean, you get to tell a story there. Um, sometimes there’s a story already ingrained with these historic buildings that then become a, a key foundational component of, uh, you know, what you’re building on, um, so to speak, and, you know, uh, literally and figuratively when, when it comes to your maybe digital story. So, yeah, very, very cool to see. We’ll, we’ll, we’ll be excited to watch, watch those come to, to life. I want to. We’re, we’re wrapping up here, Charles, but I always feel like it’s always my duty, you know, having the privilege to talk to leaders like you, try to just get as much inside advice as I can out of you during this time. Obviously, as a business owner, you know, starting a business never easy, so much vision, resilience, incredible amount of commitment, especially doing one where you started it during a historic time and around COVID, right? But looking back on your journey building Aperture, you know, what advice would you give maybe to the next generation of hospitality leaders? It doesn’t necessarily have to be about if someone’s wanting to build their own, uh, management company, but e- even just a hospitality professional just now today in 2026? Charles Oswald: That’s a good question. You know, some things that come to mind is, uh, it’s a one in whatever business you’re, you’re doing, if, if you’re trying to be entrepreneurial and you wanna be an owner, I’d say, you know, choose your partners carefully, right? If you’re coming up in the business, I’d say, um, master the numbers, you know, not just your gut. If you’re, you know, you’re, you’re, you’re in the hiring seat, uh, uh, as a, as a team leader, I would tell them to, um, make sure they treat people decisions as serious as the capital decisions, right? Very, very important. I think from a business development standpoint, uh, I say those guys that are trying to, you know, build a, a portfolio need to y – learn to, to read the deal and not just as an operation. I think young or old, we should embrace the tech shift. I couldn’t believe I, I have some college professor friends, I do some advisory work at several universities, and I listen to, uh, college professors and some students out there, uh, who are very, being very resilient, r- resistant to AI, talking bad about it, they view it as a threat. And, uh, I’m like, “Hey, guys, y’all need to know that we do employ people, employers are looking for those young folks to come out with some experience and exposure and learning, uh, you know, and, and, and to have some insights in how to, how, you know, we cannot adopt AI at our companies.” And, and, uh, you know, you’re doing an injustice if, uh, if you’re resisting tech shift. Uh, so, and lastly, I would say think about your reputation management, right? Like, like, protect your credibility with your owners, with your franchisors, like it’s capital, because it is. Ryan Embree: Great advice. Sound, sound about. We got. That was comprehensive. Thank you for, thank you for sharing that. No, really appreciate it. Like I said, you know, uh, try to glean as much as I can out of these conversations and share it. Um, all great advice. Um, you know, hopefully we don’t have to wait three years next time to have you back on the podcast. Would, would love to catch up with you then, but who knows where, where you’ll be and, and the growth, uh, of Aperture Hotels. But what’s next? Like, as we wrap up today’s final question, kinda what’s your vision for the future as you look into the, this latter part of the half of the 2020s, right, for Aperture Hotels? Charles Oswald: Yeah, I think, um, being involved in a few developments is, is, you know, the one side. I’d say there’s just ongoing organic growth of, uh, taking on, on, uh, new management contracts, and they’ll probably mostly still be through, management company transitions as opposed to actual ownership transitions. And then, look, M&A is on the table, right? We, we’ve studied, uh, a few other small management companies that we can maybe, uh, acquire or merge in with. And I think that’s, yeah, I, I’m continuing to be open to that, uh, that conversation and, and, uh, uh, I hope to probably do just one. Uh, I don’t think multiple, but, but, but probably just one that’s really the right fit and the right strategic play. Ryan Embree: Awesome. Well, we’re excited. It’s been cool to watch your journey and aperture hotels from when we first spoke with you to here we are now and wish you nothing but success. So thank you so much, um, for taking the time to, to spend some time with my, myself as well as our sweet spot listeners, Charles. Charles Oswald: Yeah. Thank you. It’s great chatting. I appreciate it, Ryan. Ryan Embree: alright. Thanks, everyone. We’ll talk to you next time on The SuiteSpot. To join our loyalty program, be sure to subscribe and give us a five-star rating on iTunes. Suite Spot is produced by Travel Media Group. Our editor is Brandon Bell with cover art by Bary Gordon. I’m your host, Ryan Embree, and we hope you enjoyed your stay.

Can AI Actually Deliver Better Hospitality? The Future of Vacation Rental Operations (With Cole Rubin)

The Art Of Hospitality

Play Episode Listen Later Sep 2, 2026 49:20

In this episode, we interview Cole Rubin, co-founder and CEO of Conduit, to talk all things AI agents, guest communication, automation, hospitality tech, and what the future of vacation rental operations could look like.We dive into balancing AI with the human side of hospitality, what it really takes to automate guest messaging, why context matters, the future of the vacation rental tech stack, AI pricing and security, and a lot MORE!Enjoy!⭐️ Links & Show NotesAdam NorkoConrad O'ConnellCole RubinConduit AI

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GMH Hotels: The $35.7 Billion Side of Hospitality Nobody Talks About

Good Morning Hospitality

Play Episode Listen Later Sep 2, 2026 41:18

On this week's Good Morning Hospitality, A Skift Podcast: Hotels Edition, Sarah Dandashy and Steve Turk are joined by Jason Gamel, President and CEO of ARDA, to talk vacation ownership, where the industry is headed, and what the data actually shows about owner satisfaction and sector health. From there, Sarah and Steve get into AI-generated video giving small hotel operators a marketing edge they never had before, why boutique hotel founders almost always sell and the ones who plan for it win, and Airbnb's appointment of a former Booking.com hotel executive and ex-president of Viator as its new Chief Business Officer. This episode is presented by ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠StayFi⁠⁠⁠⁠⁠⁠⁠⁠⁠ & ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Bilt⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. If you're ready to start turning today's guests into tomorrow's direct bookings, head to stayfi.com/goodmorninghospitality and use code GOODMORNINGHOSPITALITY to get 50% off your first three months. And for hotels with restaurants and restaurant owners, Bilt Hospitality is finally here. Go to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠joinbilt.com/gmh⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ to learn more for GMH listeners!

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#271 - Hospitality Meets Walk For Well being - The story of the walk that kept growing

Hospitality Meets... with Phil Street

Play Episode Listen Later Sep 2, 2026 44:46

Walk for Well being began during one of the toughest periods hospitality has ever faced.Craig Prentice had an idea.Sean Wheeler said yes.Then the two of them attempted to map out a 20km walk along London's South Bank……and somehow ended up in somebody's garden.A reassuringly professional beginning.Seven years later, Walk for Wellbeing has grown from a small gathering into a nationwide hospitality event, with hosted walks across the UK, people taking part their own way, thousands of walkers and more than half a million pounds raised for Hospitality Action.For this special edition of Hospitality Meets, Craig and Sean join me to tell the story behind it.We CoverHow Walk for Well being began during the pandemicWhy walking became the obvious way to reconnect hospitalityGetting spectacularly lost while mapping the original London routeStarting with around 20 people on the South BankGrowing from three locations to more than a dozenWhy the event was eventually gifted to Hospitality ActionThe magic of bringing every level of hospitality togetherWalking for your physical and mental well beingWhy your dog's name is easier to remember than its owner'sWearing a superhero cape for 20kmCharlie Hodson taking Walk It Your Own Way to another levelHospitality's remarkable ability to pull things together at the last minuteThe moment the event passed £500,000 raisedSean destroying Craig's carefully designed logos in PowerPointWhy they are, remarkably, still friendsAnd why connection matters just as much as fundraisingQuotables“Walking is the way forward.”“You don't know their name, but you'll always know their dog's name.”“People do show up and do what they can.”“For me it's connection, community and giving back.”Final ObservationWalk for Wellbeing started with two people deciding that, during an extraordinarily difficult moment, hospitality needed something that brought people together.Not a race.Not something to win.Just a reason to get outside, walk alongside somebody else, talk and perhaps feel slightly better than you did when you started.Seven years later, the scale has changed enormously.The principle really hasn't.Look after yourself.Look after the person walking beside you.And when you're able to, give something back.Which feels like a pretty good note for Hospitality Meets to head into a little break on.Although ideally without ending up in somebody's garden.Show PartnerA big shout out to today's show partner, RotaCloud — the people management platform built specifically for shift-based teams.RotaCloud lets managers create and share rotas, record attendance, and manage annual leave in minutes — all from one simple, web-based app.It also makes life easier for teams, allowing staff to check rotas, request holiday, and pick up extra shifts directly from their phones.To find out more, head to RotaCloudThis podcast uses the following third-party services for analysis: Podcorn - https://podcorn.com/privacy

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Elementary | Hospitality Series 7: Hotel Room Cleaning

XChateau - Navigating the Business of Wine

Play Episode Listen Later Sep 2, 2026 12:58

So you slept in until noon, and NOW it's convenient for you to have housekeeping clean your room? That's fine... you're the guest after all. Find out what both the request and the polite staff response are in this continuation of ChinesePod's hospitality series. Episode link: https://www.chinesepod.com/1889

hotels hospitality cleaning elementary hotel rooms series 7 chinesepod

The Tipping Point for the Wine Industry w/ Andrea Robinson MS, The Swirled Cup

Play Episode Listen Later Sep 1, 2026 50:02

Though the seeds were already sown for quality wines in California, the famous Judgement of Paris Tasting in 1976 set the wine world ablaze and created new energy not just in America, but across the world for fine wine production and appreciation. Andrea Robinson MS has developed The Swirled Cup, a TV series that explores how the world changed with the Judgement of Paris as its “tipping point.” She covers areas such as winemaking, hospitality, and wine culture in the evolution of the wine market. Detailed Show Notes: Andrea's background: investment banker turned Master Sommelier, Wine Director at Windows of the World in NYC, writing, TV Shows (Quench - Food Network, Pairings w/ Andrea & Simply Wine - Fine Living Network)The Swirled Cup, a location based, documentary seriesCame out of “Judgement of Napa” tasting that was supposed to happen in 2020 w/ Steven SpurrierSpurrier believed Judgement of Paris legacy is increased wine quality and collaboration globally, that is levelled the playing field for other wine regionsShow focuses on the evolution of the wine business, catalyzed by the Judgement of Paris3 episodes on Delta Airlines flights now (through end of Sept 2026)3 more episodes in productionWill be streaming in 2027 (streamer to be announced)Short film screening version submitted to film festivalsMajor themes coming out of The Swirled Cup include, Momentum for other wine regions outside of CaliforniaWine country travel and hospitalityCollaboration between wineriesSustainabilityProhibition kept reputation of CA wine in “suspended animation,” took away the economic incentive to invest in productionTim Mondavi noted there were ~100 wineries in Napa in the late 1800sCresta Blanca Winery (Livermore, California) won the Grand Prize at the 1889 Paris ExhibitionGeorges de Latour brought in André Tchelistcheff post-prohibition to bring back winemaking expertise“Mount Crushmore” of American Wine: André Tchelistcheff, Robert Mondavi, Steven Spurrier, Patricia GallagherBuilt a culture of quality for American wine“We're only as good as our weakest link,” collaboration was key; Tchelistcheff had monthly technical lunches, Mondavi mentored a generation of vintnersPatricia Gallagher was the major force behind the Judgement of Paris, was really excited about post-Prohibition quality of CA wines, wanted to do a July 4th tastingSpurrier had the guts to do the tasting, do it blind, and threw in French wines to ensure a fair comparisonMondavi accelerated wine tourism (used to be for trade only), showcased the wine lifestyle with food w/ his wife Margrit; would travel and order his wines and other benchmarks at restaurants to compare → good strategy still today for secondary markets; did partnerships globally (France, Italy, Chile) which opened the world's eyes to America as a great wine marketWine culture has evolved with more competition (e.g. - cannabis, alternatives)Entry points for learning high as on-premise very expensive as costs to run restaurants highCovid upended social experiences, but provides a potential to overlay wine on top of new experiences (e.g. - book clubs, crochet get togethers)Hospitality has become very luxury and bespoke experience driven, need more accessible options as entry points for wine drinkersReplicating Judgement of Paris today still viable as comparing wines to benchmarks has value, with democratized media, expanding to collectors are well as trade could be useful; trade and media tend to like more restrained styles vs collectors Hosted on Acast. See acast.com/privacy for more information.

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Jungian Ever After | Odysseus: Sacrifice & Hospitality

Jungianthology Podcast

Play Episode Listen Later Sep 1, 2026 45:03

We continue our coverage of The Odyssey with a focus on proper sacrifice and hospitality rules. As we cannot read the entire epic, there’s no main story reading for this episode. However, towards the very end of the episode, Raisa reads a summary of Odysseus’s reunion with Penelope from ⁠Claudio Patrini’s, “Odyssey: Symbols and Meaning.”⁠ There are many versions of The Odyssey out there, but these are the ones that we have found most recommended: Stephen Mitchell translation. (Adina’s read this one) Robert Fagles translation. (Raisa listened to the audiobook version, read by Sir Ian McKellan) Emily Wilson translation. (First translation by a woman and entirely in iambic pentameter. Highly recommended by Raisa’s wife, brother, and many others. Unfortunately the audiobook is exclusively on Audible) Stephen Fry retelling. (A contemporary version that adds extra context and is easy to digest. Brilliantly narrated by Stephen Fry himself. Raisa listened to this one first before moving on to Fagles and McKellan) Our intro/outro music a sample of Seikilos Epitaph with the Lyre of Apollo, by Lina Palera, under an Attribution-NonCommercial-ShareAlike 3.0 International License. You can find the full version at ⁠⁠⁠⁠⁠FreeMusicArchive.org⁠⁠⁠⁠⁠. Banner Image: Athena appearing to Odysseus to reveal the Island of Ithaca by Giuseppe Bottani Email: jungianeverafter@gmail.com Twitter: @JEA_Podcast Discord: https://discord.gg/GEdn4TPgHR Ko-fi: https://ko-fi.com/jungianeverafter

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#324: How Boutique Hotels Can Stand Out & Thrive | with Jorgan von Stiening of Palisociety

president olympic games stand young travel hotels thrive general managers hospitality ernst marriott sops property management travel industry hotelier hotel management boutique hotels marriott bonvoy

Play Episode Listen Later Sep 1, 2026 41:46

How do you scale a boutique hotel company without losing the creativity, personality, and local connection that make independent hospitality so special?In this episode, David Millili and Steve Carran sit down with Jorgan von Stiening, President of Palisociety, to explore the strategy behind scaling a successful boutique hotel company while staying true to its brand and guest experience.Jorgan shares his journey from accounting and hospitality consulting at Ernst & Young to joining Palisociety and helping the company grow from three hotels to a much larger portfolio across multiple brands and markets. He also breaks down Palisociety's partnership with Design Hotels and Marriott Bonvoy, explaining how the company is using Marriott's global reach and loyalty base while maintaining its independent identity.In this episode, you'll learn:How to scale boutique hotels without losing their identityWhy systems and SOPs are critical to independent hotel successThe business value of in-house design, marketing, and brandingHow Marriott Bonvoy is changing Palisociety's customer acquisition strategyWhat major events like the 2028 Olympics could mean for Los Angeles hotelsThis episode is sponsored by Sip Tea: https://sip-tea-path.com/Watch the FULL EPISODE on YouTube: https://youtu.be/HNlQ5NDIyJoLinks:Jorgan on LinkedIn: https://www.linkedin.com/in/jorganvonstiening/Palisociety: http://palisociety.com/For full show notes head to: https://themodernhotelier.com/episode/324Follow on LinkedIn: https://www.linkedin.com/company/the-..Join the conversation on today's episode on The Modern Hotelier LinkedIn pageConnect with Steve and David:Steve: https://www.linkedin.com/in/%F0%9F%8E...David: https://www.linkedin.com/in/david-mil.

Leadership Vision & Strategy: Five Essentials for Business Growth

New Patient Group™ (Formally known as the Doctor Diamond Club Podcast)

Play Episode Listen Later Sep 1, 2026 36:36 Transcription Available

Send us Fan MailYour business does not rise and fall on your spreadsheets, it rises and falls on what your people do every day. We're kicking off a new era of The Brian Wright Show with a fresh format and a clear promise: simplify growth without shrinking your ambition. The foundation is Five To Thrive, our five essential transformations for dominating the new economy: leadership, culture, sales, hospitality, and marketing.Part 2: Leadership Influence & Alignment: Five Essentials for Business GrowthWelcome to The Brian Wright Show:Brian Wright works closely with executives, entrepreneurs, small business owners and executives in five areas essential to thrive in the new economy: Leadership, Culture, Sales, Hospitality & Marketing. He calls it, "The Five to Thrive." You have come to the right place If you want to grow your business and surpass goals unlike ever beforeIn this video you'll learn powerful business growth and efficiency strategies broken down into five categories that transform:✔ Leadership✔ Culture ✔ Sales ✔ Hospitality✔ MarketingThanks to our Sponsors:New Patient GroupWrightChatThrive Consulting GroupClick here to Schedule a Free Business ConsultationToday's EpisodeWe start where most companies leak the most: leadership. I lay out a practical definition that has nothing to do with title, rank, or authority, and I tell a story from my childhood that proves it. Then we get into the shift that changes how you run meetings, set goals, and coach your team: stop chasing finite outcomes you cannot control and start mastering the controllables that create them. If you've been living and dying by dashboards, this will feel like a reset in the best way.From there, we dive into the first core dimension of leadership: vision and strategy. I break down why vision is future-focused and never fully “accomplished,” why it should not be a number, and why it should not just describe what you sell. We also talk strategy as execution, not ideas, including why “quick fixes” backfire, how change management really works, and how to protect your long-term vision with short-term, actionable, controllable goals.If you want a leadership framework you can actually apply, subscribe, share this with a teammate, and leave a quick review so more leaders can find the Five To Thrive series. What's one controllable you can improve this week?

Holy Hospitality

Grace Church | Greater Akron Ohio, Norton Campus

Play Episode Listen Later Sep 1, 2026 39:20

Holy Ground

holy hospitality holy ground

Elevating Nigerian Hospitality One Bite at a Time with Chef Wu and Chef Vee

Uncooked Women

Play Episode Listen Later Sep 1, 2026 85:30

Chef Wunmi Durosimi-Etti and Chef Victoria Cole are hospitality connoisseurs with culinary careers that have spanned London to Lagos, and together they're on a mission to elevate the standards for private dining and hospitality in Nigeria.In this episode, they speak about what hospitality truly means and how service and emotion are at the very centre of it. They also discuss the state of fine dining in Lagos and the philosophies that guide their respective hospitality practices.Watch this episode on YouTube to gain more insight into what it looks like to build a culinary business in Nigeria.

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September 1, 2026; Genesis 19:1-29

New Hope Daily SOAP - Daily Devotional Bible Reading

Play Episode Listen Later Sep 1, 2026 5:17

Daily Dose of Hope September 1, 2026 Scripture: Genesis 19:1-29 Prayer: Dear God, We come to you today with sorrow. We know that we are sinful and broken. We know that we have fallen short. We have been disobedient as individuals and as a church. Lord, please forgive us and show us your better way. How we need you. We are lost without you and our behavior so often speaks to that. Help us seek holiness. Help us love others the way you love them. In these next few moments of silence, Lord, please help us set aside our scattered thoughts and focus on you... In Your Name, Amen. Welcome back to the Daily Dose of Hope, the devotional and podcast that complements the New Hope daily Bible reading plan. We are currently doing a deep dive into the book of Genesis. Today's reading is the first half of Genesis 19, verses 1-29. Lot, Abraham's nephew, chose the best land. It just happened to be that land included some pretty evil cities, both Sodom and Gomorrah. Their wickedness has been mentioned a few times before this chapter but we get the full experience in chapter 19. The angels from chapter 18 head over the Sodom. Lot meets them with a hospitable spirit, offers them a place to stay, and food to eat. But the men of the town surround Lot's house and demand to have sex with the visiting men. Not a nice way to welcome people to town. But instead of standing up to the mob, Lot offered his two daughters for the mob to rape! What are we to make of this? It was a sacred duty to care for those under your own roof in the ancient Near East. Hospitality was a big deal. But one would think caring for your daughters would be as well. Lot clearly has some priority issues. It shows his lack of care for his own daughters, maybe because they are women who have little value in his society, maybe because he was scared, we don't really know. It's despicable though. I'm grateful that God's messengers intervened to make sure those girls were safe. The Bible definitely gives us the whole, ugly truth about people, their sin, their failures, their good choices, and their terrible choices. God is not lifting them up as an example, but he is allowing us to learn from them. Lot clearly had compromised his values. He moved to Sodom. He rubbed elbows with wicked people. Something rubbed off on him. But he allowed it. The two men, God's messengers, make it clear that Sodom and Gomorrah will be destroyed. Lot and his family must leave. The sons-in-law, clearly not having a lot of respect for Lot, laugh at the thought of destruction. But Lot, his wife, and the two daughters head out of dodge. But his wife looks back, which God warns them not to do, and she turns into a pillar of salt. I would have really liked some more information here – what a shock to the family! Sin has consequences. We get to see that again and again in Scripture. Blessings, Pastor Vicki

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Elementary | Hospitality Series 6：Buying a Handbag

transformation presence hospitality lighting

Play Episode Listen Later Sep 1, 2026 12:14

We revisit Ms. Wu's saga in New York in today's elementary lesson as we follow on a handbag shopping excursion. Will she be able to find one that suits her? Learn how to shop for handbags (and other products) in today's ChinesePod lesson! Episode link: https://www.chinesepod.com/1886

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Today in Lighting, 31 AUG 2026

Today in Lighting

Play Episode Listen Later Aug 31, 2026 1:50

We are sponsored by ArchLIGHT Summit and DALI Alliance - where lighting leaders gather this September. Learn more at https://tinyurl.com/3jrpvcex Highlights include: Halco Celebrates Grand Opening of New Jersey Distribution Facility 2027 IESNYC Lumen Awards Open for Submissions Non Random: the Suspension Lamp Redefining the Presence of Light in Space Lucent Lighting Supports the Hospitality-led Transformation

This Week in Hospitality: Buying Hotels Off Bad Yelp Reviews & The Boutique Hotel Brand Obituary

Behind the Stays

Play Episode Listen Later Aug 28, 2026 69:25

Hotel sales in the US are up 28% in the first half of 2026 — and a meaningful chunk of that activity is chasing bad Yelp reviews, not trophy assets. JMI Realty founder Drew Bridges joins the show to break down how his firm is using AI to source acquisition targets off terrible guest feedback. The specific deal: a Hilton Garden Inn in Austin bought for $100K per key that reviewers called "janky" and "a complete nightmare." Drew walks through the renovation math, why he's keeping the brand, and why only 184 of 789 US submarkets have outpaced CPI since 2019 — a stat that underpins his thesis that a massive basis reset is underway across the industry. Then the crew digs into Rafat Ali's latest column arguing that independent boutique brands have effectively become the outsourced R&D labs of the global flags. Graduate, Nomad, Standard International, Ace, CitizenM — all absorbed in the last two years. Edwin pushes back: maybe the right size for a great independent brand is just smaller than anyone wants to admit. Scott says 95% of what the public hotel companies do is shareholder theater. Ben says the Edition model — bring in a founder, protect the brand — is the playbook nobody's replicated. Spice of the week: Scott on Google's move toward agentic hotel booking and what it means for distribution. Zach on United's cinematic route reveal and the coming shift from performance marketing to storytelling. Ben on why the real risk isn't a failed bet — it's doing nothing in an industry full of dinosaurs. About the Guest: Drew Bridges Drew Bridges joined JMI Realty in 2011 as a Financial Analyst, where he underwrote new development, acquisition, and financing opportunities. Today he leads Investment Management for JMI's developed assets, overseeing property management, implementing capital expenditure and value enhancement strategies, and managing investor relations. A graduate of Cornell University, Mr. Bridges began his career at Archon Group in Dallas, where he worked on initiatives ranging from the acquisition of non-performing loan portfolios to the spin-off of what became Pillar Hotels and Resorts. Drew on LinkedIn: https://www.linkedin.com/in/drewbridges/ Your Hosts: Zach Busekrus — Journey LinkedIn: https://www.linkedin.com/in/zachbusekrus/ Instagram: https://www.instagram.com/behindthestays/ Scott Eddy — Global Travel & Hospitality Expert @MrScottEddy LinkedIn: https://www.linkedin.com/in/mrscotteddy/ Instagram: https://www.instagram.com/mrscotteddy/ Ben Wolff — Founder of Onera & Oasi LinkedIn: https://www.linkedin.com/in/ben-wolff/ Instagram: https://www.instagram.com/iambenwolff/ Edwin Kramer — Luxury Hotelier Consultant & Former GM LinkedIn: https://www.linkedin.com/in/edwinckramer/ Instagram: https://www.instagram.com/edwinkramer/

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Pink Milk, Crispy Samosas & Pakistani Hospitality!

Culture Kids Podcast

Play Episode Listen Later Aug 28, 2026 15:31

Asher and Mom visit family friend Miral Sattar, whose roots stretch from Pakistan to Burma to Persia, for a hands-on lesson in how food becomes a love language across cultures. Kids will learn about Rooh Afza rose milk, crispy beef samosas, Burmese khow suey noodles, the tradition of chai hospitality, and creamy pistachio kulfi, all while discovering why sharing a meal is one of the most universal ways people show they care. About Miral Sattar:

kids mom milk pink pakistan hospitality persia south asian pakistani burma crispy burmese samosas miral miral sattar

Elementary | Hospitality Series 4: Chinese Breakfast

chinese hotels breakfast hospitality elementary series 4

Play Episode Listen Later Aug 28, 2026 20:09

We're back with another useful lesson for the hotel-staffing Chinese learner. Hotel guests highly value their breakfast. Today's lesson will teach you how to direct guests to their morning vittles. Episode link: https://www.chinesepod.com/1791

Why Technology Can't Replace Hospitality

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Play Episode Listen Later Aug 27, 2026 36:43

A coffee shop knows your name, loyalty status, order and how you paid — then calls out, "Whoever ordered the Americano." That pretty much sums up where service goes wrong. Bart Berkey, keynote speaker, author of Most People Don't and former Ritz-Carlton sales leader, joins Dr. Producer Suzanne Bagnera and me on No Vacancy to talk about Humanality: using #Technology without forgetting to see the human being standing in front of us. Hotels spend fortunes on systems and personalization, yet saying someone's name, looking them in the eye and making them feel noticed costs nothing. Bart argues those small acts create a real #Hospitality advantage. Hear why more technology makes genuine human connection more valuable, not less. Thanks to our friends at Actabl for supporting No Vacancy. Actabl gives you the power to profit. Visit Actabl.com. Want the weekly roundup of news, videos, and what you might've missed from #NoVacancyNews? Text HOTEL to 66866.

#323: Making Hotel Ownership and Commercial Real Estate Investing Accessible | with Davonne Reaves

DUBAI WORKS Business Podcast

Play Episode Listen Later Aug 27, 2026 48:59

What does it really take to own a hotel, and how can more people gain access to hotel investing?In this episode of The Modern Hotelier, Davonne Reaves, founder and CEO of The Vonne Group and Vesterr, shares her journey from working on the front lines of hospitality to becoming a hotel owner, investor, entrepreneur, and advocate for greater access to hotel ownership.Davonne explains how her grandmother's hospitality influenced her career, what she learned at Hyatt Regency Atlanta, and how hotel consulting and asset management opened her eyes to the business of hotel ownership. She also shares why she created Vesterr to connect commercial real estate deal sponsors with investors.David, Steve, and Davonne also explore the growing role of AI in hotel investing—and why some parts of the acquisition process still require a human touch.Davonne shares candid advice for young entrepreneurs and women entering the industry: stay authentic, keep learning, find mentors, work hard, and never let someone else's “no” stop you.In this episode, you'll learn:What working in hotel operations taught her about ownershipHow to evaluate a hotel investment opportunityWhy the sponsor, location, brand, and operator matterWhere human expertise remains essential in hospitalityAdvice for aspiring hotel owners and young entrepreneursWatch the FULL EPISODE on YouTube: https://youtu.be/v4Ju_rdcVd8Links:Davonne on LinkedIn: https://www.linkedin.com/in/davonnereavesVesterr: https://www.vesterr.com/For full show notes head to: https://themodernhotelier.com/episode/323Follow on LinkedIn: https://www.linkedin.com/company/the-..Join the conversation on today's episode on The Modern Hotelier LinkedIn pageConnect with Steve and David:Steve: https://www.linkedin.com/in/%F0%9F%8E...David: https://www.linkedin.com/in/david-mil.

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Saudi AI Fortunes, Shein's $27B Valuation & Khamas Hospitality

Play Episode Listen Later Aug 27, 2026 42:50

HEADLINES:• Two Saudi Brothers Just Hit a $1.4 Billion Fortune as Humain Deal Expands • Mubadala in Line for Payout as Shein's Valuation Drops to $27 Billion • Meet Mr Pratik Kachroo, Executive Director at Khamas Hospitality Newsletter: https://aug.us/4jqModrWhatsApp: https://aug.us/40FdYLUInstagram: https://aug.us/4ihltzQTiktok: https://aug.us/4lnV0D8Smashi Business Show (Mon-Friday): https://aug.us/3BTU2MY

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Australia's Next Big Hotel Opportunity: Extended Stay

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Play Episode Listen Later Aug 26, 2026 24:24

Some of Australia's strongest extended-stay demand sits in places most travelers would never think about. Damien Gallace, Managing Director and Co-Founder of Extended Stay Australasia, joins me on No Vacancy with a very different way to look at the #HotelDevelopment map. His team follows demand from steel, mining, ports, defence, hospitals and universities, then looks for places where people need to stay for weeks or months and the right accommodations don't exist yet. That gets even more compelling when Damien says Australia's #ExtendedStay market trails the U.S. by roughly 15 to 20 years. His team already identifies more than 50 locations where the model fits.Sometimes the biggest #Hospitality opportunities aren't where people want to vacation. They're where people need to be. Listen to this one and you'll look at Australia's hotel map very differently. Thanks to our friends at Actabl for supporting No Vacancy. Actabl gives you the power to profit. Visit Actabl.com. Want the weekly roundup of news, videos, and what you might've missed from #NoVacancyNews? Text HOTEL to 66866.

Grace of Hospitality

Dr. Barnhouse and the Bible on Oneplace.com

Play Episode Listen Later Aug 26, 2026 28:32

Demonstrating Dr. Barnhouse's acute understanding of Romans and his heart for effective preaching, these messages skillful and reverently expound even the most difficult passages in a clear way. Dr. Barnhouse's concern for a universal appreciation of the epistle fuels this series and invites all listeners into a deeper understanding of the life-changing message of Romans. To support this ministry financially, visit: https://www.oneplace.com/donate/791/29?v=20251111

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Culture By Design - Adam Lara - Defining Hospitality

Defining Hospitality Podcast

Play Episode Listen Later Aug 26, 2026

"It's not just design, it's basically problem solving."

culture design defining hospitality

214 – Hotel Data Conference 2026: Key Takeaways

Suite Spot: A Hotel Marketing Podcast

Play Episode Listen Later Aug 26, 2026 45:11

The Suite Spot attended the 2026 Hotel Data Conference and had the opportunity to interview some of the best and brightest hospitality leaders in the industry to gain their insights and perspectives on prevailing data trends, AI & technology, how to optimize the guest experience and much more. Be sure to watch the full episode if you missed any of the action from the 2026 Hotel Data Conference. Special thanks to: Amanda Hite, Jan Freitag, Erica Lipscomb, Max Spangler, & Sam Trotter. Ryan Embree: Welcome to Suite Spot, where hoteliers check in and we check out what’s trending in hotel marketing. I’m your host, Ryan Embree. Hello, everyone. Ryan Embree here at the 2026 Hotel Data Conference here with STR President Amanda Hite. Amanda, great to see you again. Congratulations here. This is our first time at the Hotel Data Conference. Amanda Hite: Oh, wonderful. Thank you. Ryan Embree: Record attendance was just announced. Welcome to The Suite Spot. We’re excited to be here. It was a ton of excitement that we just saw. Tell us a little bit about this event, and we were talking off camera about, do you ever expect it to be what it is right now? Amanda Hite: Yes, we started it 18 years ago with a couple hundred people, maybe. The very first year we’ve always had it in Nashville. This is our home base for the STR part of our business. Most of our employees are here that are in the US. So we started it with a way to connect with customers and more importantly, like, we all have this curiosity about the data. You know, we’re constantly in analyzing, looking at trends in the industry, and we wanted to get people together to hear what are you seeing and let’s talk about it. And that’s really how this started. So it’s, I think it’s for me, my most proud part of this conference is the feeling that everyone has when they come in of being really open and curious and wanting to learn from each other. So you get some really good dynamic conversations happening in the networking breaks and in the hallway. Ryan Embree: Well, it’s such an important time right now too, right? ‘Cause people are already starting, if you can believe it. Well, actually, probably you can look in 2027. Amanda Hite: That’s why we do hotel data conference when we do it. Exactly. It’s budget season. Ryan Embree: Brilliant. Brilliant. Right? And, you know, you just got off stage, like I said. One of the fascinating pieces, like I said, we weren’t here last year, but this is our first time. You said when you first stepped on stage, there were, and you showed some of those original numbers. There was a little bit of a gap in the audience last year. Amanda Hite: Yes. Ryan Embree: But this year, a little bit different story. Amanda Hite: Yes. We had a much better forecast to reveal this year. Last year at this time was when we took the forecast down to reflect what was happening in the industry. And this year, we raised the forecast, not just for the rest of this year, but also for 2027. Ryan Embree: So great to see. And a really cool inflection point, I made a note here, revenue for the first time outpacing expenses, right? What does that mean for hoteliers? Amanda Hite: Yeah. So we finally see the pace of growth on the revenue side outpacing the expense growth. I mean, we’re in a high inflationary environment. Expense growth is something that will continue and hoteliers are having to deal with. But to see that we’re actually going to get some GOP gains, it’s, it’s super helpful. I mean, the point I made this morning though is our margins are not growing. Yeah. So we’ve got some room to grow efficiencies and productivity within the hotels to try to get margins to grow at the same rate of GOP growth. Ryan Embree: Yeah, yeah. It’s challenging right now. And one of the things we’re doing to combat, or CoStar’s doing combat that, bottom line data being added to the product. What’s that mean for the hotel industry? Ryan Embree: Yeah, so within STR Benchmark and the CoStar platform, we introduced at the end of the first quarter our profitability benchmarking. P&L is something that STR has done for 30 years. We did it on an annual basis. And we introduced our monthly benchmarking back in 2020, literally as the world shut down. So maybe not the best timing. But of course, now we’re prepared in an environment like we are today, a very complex operating environment for our hoteliers. It’s, yes, we need to grow revenues, but we must make sure that that is flowing through to the bottom line and that our operators and owners are actually making money. And that’s not been the case in many types of hotels and many markets around the country. So we’re trying to make sure that we bring that visibility of not just the top line growth that we want to see for the industry, but the flow through all the way to the bottom line. Ryan Embree: Yeah, I’d love to see that. And, you know, another thing that we’re gonna hear constantly about at, and at this conference is AI, right? So I guess the overarching question would be more of like, how are you incorporating AI into your products right now? Amanda Hite: This is when I’m so thankful that we are a part of the CoStar Group entity. If you follow our other brands, homes and apartments launched AI in their products earlier this year. So we’re continuing to build off of that. We will have AI search in the CoStar product in the same way that you see in apartments and homes. But for STR benchmarks specifically, what we’re thinking about is making sure that we’re integrating AI into the product, not just sitting on top of the product, but like we interact with the clients all the time on the analysis in the industry. So we want to bring that through AI into the product for our customers to use. So we love when they pick up the phone and call us and wanna talk about data. Right. But we also wanna make it easier for them to surface it within their portfolios in product. And so that’s the path that we’re going down to bring that intelligence in the product and analyzing and spotting the trends, knowing what to look at or sometimes not look at, right? Sometimes it’s a great point. It’s just as important to say like, “Hey, I only have a limited amount of time. Where do I not need to spend time right now?” And that can be tricky, especially when you’re looking at a larger portfolio of trying to discern where, what makes the most sense to drive profitability for my business, for me to spend time on right now. Ryan Embree: 100%. Those complexities and driving efficiency so important right now. And turning those data, that data into actual insights. That what one of the promises of AI. So reason we’re here at the Hotel Data Conference, thank you for taking the time. We’ll, we’ll let you get back. I know you’re hosting almost 900 hoteliers here. So we’ll let, let you get back to Amanda. Thanks for stopping by. Amanda Hite: Thank you, Ryan. Appreciate it. Ryan Embree: Hello, everyone. Ryan Embree here with The Suite Spot live on location Nashville at the 2026 Hotel Data Conference here with Jan Freitag, National Director at CoStar. Jan, thank you so much for taking some time and very busy. You’re hosting almost a thousand hoteliers here. Jan Freitag: Yes, 18th year. Sold out again. So heads up, next year we’ll sell out again. But thanks for being here and sort of taking the pulse on the industry. We appreciate it. Ryan Embree: 100%. Congratulations. Amanda Hite opened us this morning saying last year when she unveiled the forecast, there were audible gaps in the crowd. I feel like behind us, people have been skipping, jumping down, up and down this escalators. Share with us, we got a revised forecast. Jan Freitag: So we’re proposing that RevPar this year is up 4.4%. So that is the second upward revision we had to make, quote unquote. And the data’s just so strong. But then that means that next year, we’re gonna see growth, but it’s much slower global. So next year we’re thinking that RevPargrowth is gonna be like, you know, 2-2.1% or so. So the negative way to say this is, “Oh, our growth rate is cut in half.” The positive way to say this is like, “Oh, we have growth on growth, right? 4% this year, ne – 2% next year.” Ryan Embree: 100%. I mean, a lot of people are going into, you know, we’ve talked to hoteliers here on the Suite Spot, going into their budgets. These are very, very important numbers for them as they go into their budgets because they wanna forecast. When we met last, we were at NYU. There had been zero soccer games played in the US. Now, 104 games later, we got a crown champion. Obviously had a big impact. We’re gonna talk about that in a minute. But that strong performance, one of your big takeaways from this morning was strong performance is gonna equal some tougher comps in 2027, right? Jan Freitag: Yeah, absolutely. So we had arguably easy comps this year, right? The Q2, three, and four RevPAR performance last year was negative. So yeah, we would outperform it this year. That was not a question. But because, RevPAR in the second quarter was up 5.7%, that is a, a very stout result, obviously driven in June, partially by the World Cup remember we’re gonna talk about. You know what that means for next year is, oh wow, we’re not gonna see that performance again. And so my conversation this morning with hoteliers is all about, okay, so how do you massage your owner? How do you have this conversation with your owner, with your team to say, look, there’s still gonna be growth, but we really have to think about this. And I heard this this morning from an asset manager at next year as a year of 10 months and two months, you know? So really take June and July out of your annual number and say, okay, so what’s the growth for that? And then, yeah, June, July is just gonna be tough cost. Ryan Embree: Yeah. Probably something that a lot of markets who hosted Taylor Swift a couple years ago had to deal with. And then maybe what LA’s gonna have to deal with in 2029 after the Olympics in 28. Jan Freitag: Yeah, exactly. So we’re already talking now about the Olympics. We’re gonna talk about, obviously the World Cup in four years over in Europe and what is the performance there. So these sporting events are just the gifts that keep on giving. Ryan Embree: Yeah. Yeah. And, and travelers continue what we heard this morning. Consumers continue to prioritize travel, which is really, really great for obviously our industry. But not without its cautionary tales, you also had a watch your margins kind of take away from that. Maybe expand on that a little bit. Jan Freitag: Yeah. So we’ve had for the last year and for the last couple of years, really this interplay between room rate growth and the rate of inflation being higher than room rate growth. And we’re taking the rate of inflation sort of as a proxy for how much more things are expensive. And the costs for hotels are obviously going up. Higher labor costs, higher insurance costs, higher food costs, higher costs, inner energy, everything. So if your costs are going up in order for your margins to expand, you need to drive room rate or revenue faster than the cost increase. And that just is not happening. So my colleague Isaac Collazo spent 55 slides and an hour explaining how margins are decelerating, unfortunately. Now, the total dollar amount, we’re everything gets more expensive, but it also means we’re having more money available as profit. But the margins are coming down. And that’s really the, maybe to me, the main takeaway from HCC this year for the budget conversation for 2027 is watch your margin. Ryan Embree: Efficiency is always looking for that, especially in these tight margin areas. And then lastly, you know, your whole presentation this morning was themed around the World Cup. And, and I do wanna bring it up because, obviously there was the quote was 104 Super Bowls. Yeah. Right? And you kind of explored that case a little bit. Found out maybe that might not be the case. Jan Freitag: Yeah, exactly. So the FIFA president had said at the time, just to explain to American audiences, “Hey, we have 104 soccer games and they look like 104 Super Bowls.” That is of course not the case. And that was never meant to be the case. Super Bowl is the largest cultural sport event in America. It happens once a year, right? And to sort of translate that was, I thought always a little silly. So it turns out that the 104 Super Bowls did not come to pass, and it was more like 30 Super Bowls, maybe if that. So yeah, it was still a very healthy impact. If you look at the markets that Hosta gave Kansas City, New York, Philadelphia, Boston, very, very strong room rate growth. Interestingly, in some markets, actually, occupancy declines. We saw that specifically in Vancouver, but we saw it in Atlanta, we saw it in Boston. Why is that? Well, because corporate America, meeting travelers, meeting planners said, “You know what? I don’t need to compete with the Tartan Army in Boston for our meeting. You know, let me just stay away. Let me have that meeting in August, or let me move that meeting to Chicago,” for example. Sure. Chicago had a very, very strong June, July meeting calendar. So it’s, um, the, the room rate increase was absolutely expected and is exactly what came to pass. It just wasn’t Autumn for a Super Bowl. Ryan Embree: Yeah. I mean, that just proves we are, uh, a collective of markets. Things are gonna be obviously different in each one. Yeah. Uh, with different factors there. You know, a- and there’s also an interesting stat, fascinating stat, I wanna bring it up, about booking windows, um, that, that you brought up there. Yeah. If you wanna expand on that. Jan Freitag: So I got this totally wrong in the run up to the World Cup because I thought, look, if somebody books that FIFA ticket a year out, and the airplane ticket’s six months out, surely they would book their hotel three months out. Yeah. That did not happen. Right. And so we saw specifically the chart that I had this morning for, uh, arrival dates, June 11, 12, 13, 20 basis points of, uh, 20 points of occupancy was booked after June 8th. Wow. So that’s a booking windows of, like, three or four days. Wow. For an event that you knew what happened, I mean, six years ago. Yeah. You know? And you had a ticket from one year ago. So I just completely though that the, uh, the, the leisure traveler, the, the soccer traveler would also book their room way ahead. That did not come with us. Ryan Embree: Very interesting. I wonder if that’s a macro trend happening right now, those booking windows starting to shorten a little bit. Jan Freitag: Yeah, and maybe that’s a takeaway for our friends, you know, in LA who are hosting the Olympics. Hey, you know, be very mindful how you match that booking window. Ryan Embree: Lessons from history learned there. Yes. Um, final as we wrap up, I always li- like, like to get any, you know, you look at a lot of data. So any interesting, uh, like, data points that really stood out or surprising? Jan Freitag: I mean, the July data came out yesterday and the luxury class RevPar growth was 16%. Ryan Embree: Wow. Jan Freitag: Talk about A, amazing, but B, A, tough comps. Yeah. In July of next year. But it was an amazing, amazing performance. July was very, very strong. Um, and June as well. So we clearly saw, you know, July was helped a little bit by 4th of July, World Cup, uh, 4th of July calendar year, but also the World Cup, obviously the final and the bronze medal games. They all, they all helped. So July was strong, June was strong. So now I think things are getting a little bit more normal – Yeah. Early on end. Ryan Embree: Awesome. Well, we’ll continue to look ahead as you will, but thank you again for taking time out of your busy schedule, Jan. Jan Freitag: Thanks for being here. Thank you. Ryan Embree: Hello everyone, Ryan Embree here with The Suite Spot. We are live on location of the 2026 Hotel Data Conference. I am here with Erica Lipscomb, EVP of Commercial Strategy at PM Hotel Group. Erica, thank you so much for joining me on The Suite Spot. Erica Lipscomb: Well, thank you for having me. Very excited to be here. Ryan Embree: Yeah, first time here on the Suite Spot. Yes. But not your first time here at Hotel Data Conference. Erica Lipscomb: Not my first time at Hotel Data Conference. This is conference number eight. Ryan Embree: Okay. Yes. All right. Hotel data conference. You obviously are no stranger, you’re a pro. What do you call a hotel data conference a success kind of reflecting back? What do you come here to accomplish and to learn? Erica Lipscomb: You know, I, again, this is our start of budget season. Sure. Right? Yeah. So I actually, uh, had dinner with Amanda last night and said, “You do realize what you’ve done here, right? We cannot even start our budget calendars until there’s an HTC.” Yeah. So really what I look forward to is not coming here just to hear that the amazing news of an increase year over year, or that we’re gonna increase in the year for the year. Sure. But what are those things that I can take away that can make it tactical for our teams? Mm-hmm. So learning from industry leaders that are here. We have amazingly smart people that are here at this conference. And we’re really drafting and shaping what the industry will look like. So what are those learnings? And then how do I make sure that we trickle that down within the organization and get them to our teams? Ryan Embree: Which can change so rapidly, right? As we know – Absolutely. It’s gone from, uh, a yearly change to almost, it feels like a weekly, especially with the AI and technology conversation. Yes. You were on a panel last year here at this same conference. I’m curious, what were some of the conversations then versus now? Erica Lipscomb: Yeah. And very different. I think it’s been extreme polar opposites. Okay. I feel like last year, there was a lot of conversation about AI. Mm-hmm. But more on the what is AI. Mm. And how are we gonna use AI? Yep. And it’s already started in conversations this morning. You know, we started networking last night, and most people are now really talking about what is AI doing for us to make sure that we’re efficient, making sure that our teams are effective, um, ensuring there’s profitability back to our owners. So it’s gone from a concept – Yeah. To now actually, how are we utilizing AI to be better in the industry, but keeping the forefront our customers? Ryan Embree: It feels like we’re in the sandbox now, right? And there’s a lot of companies out there trying different things. It’s the exploration process and, you know, maybe some success, but even, uh, lessons in the failure. Uh, I, I’ve been hearing a lot about that as well. So hotel data, obviously data is the name of the game. Yes. Still one of the most important tools I feel like right now on our quest of guest personalization. And so much it can do to kind of like what you said, prepare us for the rest of 2026 and even into 2027. Right. How is PM Hotel Group kind of leveraging data for growth and, uh, experiences? Erica Lipscomb: So actually you started with, with growth and experiences. Yeah. So really starting with growth. Yeah. We really are starting with AI in our business development side of our, our, of our home. Sure. And really how are we looking for the right clients that fit PM? Yeah. How, again, when you look at, uh, BD, it’s a relationship. Mm. So who are those owners? Who are the asset managers? What do their teams look like? Is that a right fit? And how can we help them grow? So that’s really the act – acquisition of the client and the customer. And then when we get to the property level – Right. Then as an enterprise, as a support center, what we’re looking to do is how do we use data, which is the, the heart – Yeah. Of revenue optimization. Sure. How are you using that data to make sure that we’re pulling through every step of the guest journey? So from the time again, acquisition of a customer. Right. So now not an owner, but that actual guest that’s gonna be staying at our properties, what does that customer journey look like? How do we find the right customer? We have a very diversified portfolio – Oh, yeah. For each one of our assets in the portfolio, ensuring that they convert. And then once they’re there in their stay, are we pulling through on all the experiences they expect? Whether it’s an independent hotel and the experiences that come along or for the brands and the brand standards. And then once our guests leave, how do we make sure that we are still speaking to them – uh-huh. And making sure that they return? Ryan Embree: I love how you walk through the entire guest experience. I think sometimes we get caught up just thinking about one or two elements of it. Right. But it really does start. I mean, the hot topic right now is that AI visibility, right? Absolutely. And being bound, uh, because our travelers are changing the way that they’re searching for hotels and doing their research. So, uh, it’s super, super important there. We’re in Nashville, Erica, uh, no stranger for PM Hotel Group. Yes. Uh, you guys just, uh – Very excited. Assumed management, 12 properties. Yes. Uh, what do you lo – like, um, from a Nashville market standpoint? I mean, this has just been such a hot market right now in hospitality. Uh, but also, you know, a big threshold of, uh, exciting 80 plus hotels for PM Hotel Group? Erica Lipscomb: Yes. We’re very excited to have the 12 hotels that, from Pinnacle that joined our portfolio. And that’s really our sweet spot, right? Finding those type of assets that fit our growth in our platform, and that we can make sure that we’re optimizing on their revenue, as well as excellent customer experience and guest operations experience. So what I really like about Nashville, and it’s not a new growth. Right. You know, Nashville never stopped growing, right? Where the, where the rest of the world really has struggled even, you know, six years ago. Through COVID. Nashville didn’t, right? Ryan Embree: It was red hot. Erica Lipscomb: But what most people think about when you hear Nashville, they’re really just thinking it’s an entertainment city. That’s not just all Nashville is. So when we peel it back and take a look at the segmentation and what’s driving Nashville, you do still have that customer that is true corporate business. And you still have conventions and groups. I was just in a group maximization winning group seminar just not too long ago. And in that breakout session, we really talk about group continues to still grow. Oh, yeah. And when you take a look at the first half of this year, that growth is really happening not only just in convention centers, but those hotels that have group meetings. Even when you take a look at those assets, what’s interesting is the growth is not just in the hotel that has most of the group, but if you are affiliated. You’re feeling that demand. Leveraging the demand and continuing to drive occupancy and ADR. Yeah, absolutely. So that’s why we’re still excited about Nashville. It’s one of those markets that continues to do well, not just in entertainment, but on the corporate business transient side, as well as group side. Ryan Embree: It’s a perfect destination. That’s why we got almost a thousand hoteliers here at the hotel data conference. Erica Lipscomb: That’s sold out again this year. Ryan Embree: Absolutely. Well, any. I mean, I can tell just by the conversation we’re having, very passionate about your work. Any projects you’re particularly fired up about right now? Erica Lipscomb: The project I’m probably most interested in is what I was hired for is to really continue to evolve commercial strategy. So commercial strategy is not just looking at every discipline in a silo. They’re all very important to revenue optimization. But how do we now continue to go from just having the commercial conversations, but also leverage the experience in each discipline? So our customers, when they look at our hotels, And they look at that curse customer journey that we just walked through – Right. They’re not looking at sales, revenue, marketing, distribution, operations. They’re looking at their holistic experience. Yeah. And so why not make sure that we internally stop looking at how well each d- division does and, and, and our, each siloed discipline, but let’s look through the lens of a gu – of a customer. Yeah. What’s that experience look like? And then how do we all play a part of it? Yeah. Exactly. So that’s what I’m excited about. And using, continuing to use AI. Yeah. How do we make sure that we’re leveraging commercial? Yeah. And then making sure that our use of AI is making our teams much more efficient – Mm. And effective in h – in how we run our businesses. Ryan Embree: That’s what I was gonna say. It’s, it’s such an inflection point, and I’m sure very exciting for, for your job with the technology in hand. Now you’ve got the power to, uh, break down those silos, right? Absolutely. Create efficiencies there. Yes. Uh, well, as we wrap up, you know, we always. One of the things here that we love to do at the Hotel Data Conference is try to predict the future, right? Forecasting, everybody. It’s a, it’s an impossible job, but we do it every single year. Right. Uh, you know, so from a commercial strategy standpoint, I know you, you, you just mentioned the projects you’re working on, but what’s your vision for PM Hotel Group as we kind of go into the latter part of the 2020s? Erica Lipscomb: So latter part of the 2020s, I think that the company’s vision is to really leverage the portfolio and the diversity of the portfolio. We saw that growth that we had just here in Nashville. I’m sure you saw the news that Reset our first brand to enter Marriott’s or outdoor collection. Yeah. We’ve noticed that when you continue to diversify and not really just say, okay, we are just this type of company, making sure that we’re leveraging the expertise of our team. Mm-hmm. We can be many things – Yeah. To many customers. Yeah. And so lev – continue that leverage, that growth, but we do see that growth continue to be in experiences. Yeah. Right? So every brand is rolling out how they’re working with experiences. But what we do see, that lifestyle, outdoor – Oh, yeah. Experiences. We’ve had our first entree into it, and we’re gonna continue to grow. Ryan Embree: Awesome. We’re excited to watch that growth, and yeah, that experiential travel continues to be something, conversations we’re having here, prioritizing, that’s what the guests are prioritizing travelers are. Congratulations on all this. We continue to watch it with PM Hotel Group. Thanks, Erica. Erica Lipscomb: Thank you. Ryan Embree: Hello, everyone. Ryan Embree here with The Suite Spot. We are live on location at the 2026 Hotel Data Conference. I am here with Max Spangler, VP of Technology at Charlestown Hotel. Max, we know you’re on a panel tomorrow. We’ll talk about that in a second, but thanks for taking the time to join us. Max Spangler: Absolutely. thanks for hosting me, Ryan. Ryan Embree: Yeah, Gotel Data Conference. Name of the game, data. We’re gonna talk about, obviously, your role and, and where data plays into that. But first, you come to a conference like this, what’s the expectation? What do you hope to get out of it? And maybe when you’re a couple weeks down the line, looking back on the conference, that was a success. Max Spangler: Yeah, you know, for me, I spend a lot of time at conferences that are very narrow in scope, right? Sure. Whether it’s high tech or the hospitality show, or even technology conferences that are outside of hospitality. Sure. So coming to HDC is always great. It’s always refreshing. The keynote panel in the beginning always gives me, hopefully, optimism. And this morning, it was very optimistic – Yes. About the way things are going. So I’m thankful for that. But it’s great to hear from commercial peers how they’re using data, how they’re surfacing insights, what tools they’re using, and how they’re turning it actionable. I mean, I think for me, as someone who spends a lot of time staring at screens, developing tools, looking at dashboards, hearing from people that actually depend on this information – Yeah. So crucially is really refreshing. So I get to, like, cut through the noise a little bit and hear what’s working, and hopefully hear what’s not. Ryan Embree: Yeah, and that’s what leads to your panel tomorrow, connecting AI to commercial strategy. Yeah. Uh, maybe give our sweet spot listeners a little bit of sneak peek and maybe your thoughts on the subject. Max Spangler: We’ve got a great panel tomorrow. Super stoked for it. You know, so we, we had a pre-cause you tend to do with those panels. Right. And as a result of that, we decided to zoom out a little bit, which I though was important. So commercial still is the through line, as you would expect at HTC, but given the man – the, the members that are on the panel, we’ve got some people that, you know, are on the, the, the revenue management side. We’ve got some people from HFTP. Um, you’ve got me as an independent operator. It w- we felt, we felt it really important to say, “Let’s, let’s zoom out. Let’s take a pause and, like, let’s look at where the industry is holistically.” Sure. And so the questions are really driving off that. So you’ll find that, um, there’s insights about a year from now, what would we like to be doing differently, right? How are we driving ac- actionable insights? What KPIs are important? What KPIs are important? Yeah. Things like what’s the difference between automation versus th- this new agentic era? Mm. So I think it, um, I’m actually really excited for it. The panel’s great, and I think you’re gonna get some, some really interesting insights from a variety of different opinions. Ryan Embree: Yeah. And what we talked about is so much can change. Yeah. And you could talk about what could happen in a year. I mean, that could be a couple cycles with technology right now. And that’s why I, I was really looking forward this conversation, Max. Yeah. Because, you know, I get industry leaders, sometimes brand leaders, but you’re, you’re in it every single day, right? Yeah. Uh, VP of technology. Yep. Where do you think we are in the AI adoption – Yeah. Uh, uh, cycle? And then maybe zoom in a little bit on Charlestown Hotels. Max Spangler: Yeah. So if we, if we look at sort of where things are globally for the state of AI, I think obviously in the technology space, it’s an existential crisis, right? Right. I mean, I think you see that in, in jobs reports. I think you obviously see it in the way that they’re measuring AI as an accelerant. Yeah. You know, so, uh, friends of mine that work for tech companies, they’re seeing their time to release production code going from five weeks, four weeks down to one week. Wow. It’s easy for them to measure. It’s easy for them to see the outcomes for us. Yeah. I think it, it is ultimately a little bit more difficult. For Charlestown, you know, we think it’s really important to keep hospitality at the center of what we’re doing, right? And so we’re not parading around trying to be an AI company or a SaaS company. We firmly believe people and hospitality at the center of, is gonna be at the center of what we do.m. How do we use AI to power that? Whether it’s through efficiencies, you know, through maybe more sophisticated RMS, through, you know, generative guest insights. How do we make sure that we’re being discovered when people are asking what’s the best hotel in downtown Charleston, South Carolina? Those are really hard questions to answer. No one’s got it figured out. But the conversations that are happening here are super encouraging because I think there is a lot of people admitting that and coming together to try to find, um, the best path forward. Ryan Embree: And you were, this is not your first per – podcast that you’ve been on recently. I saw you, uh, on CoStar News Hotel podcast where you talked about escaping hospitality’s AI hype echo chamber. Yeah, yeah. What’s your thoughts on that? And maybe how do we avoid doing that here in, in spaces like this? Max Spangler: I mean, it’s, if you go on LinkedIn, you can feel like, you know, FOMO is like a- absolutely crushing you, right? Right. Everyone is, like, piloting something new. Right. Everyone is, is advancing seemingly at the speed of light. It’s really important to come to a conference like HTC, uh, to get a real life temperature check with what people are doing and how they’re doing it. There is a tremendous amount of hype. There’s a tremendous amount of potential, but I think for a lot of us, and especially from someone sitting in the seat of an operator, you have to be very disciplined. Yes. You know, you have to have a step-by-step sequence of how you’re actually gonna accomplish this. It’s okay to introduce a little bit of chaos. We’ve done that in the early days. I mean, if you go back, you know, to 2023, 2024, we’re experimenting with all the frontier models. But eventually, we wanted to collapse that into a unified choice, pick one model so that we can move forward and start measuring, you know, are our team members crawling? Who’s walking? Who’s running? How do we devise resources to help kind of get everyone on the same page, march in the same direction, and get better at this? Yeah. And so that, that’s, that’s been our strategy. And fortunately, like, that’s what I’m hearing here at the conference. Ryan Embree: And the motivation for implementing AI can’t come out of fear of we’re not doing enough. Yeah. Or, you know, we’re just, that FOMO feeling that you’re talking about, it has to have, what you said, discipline and direction. Yeah. And Max Spangler: Ryan, like, fear is a huge part. I mean, that’s one of the things that we’re constantly up against. There’s. I, I think the, the negative attitude and apprehension towards AI is only gonna continue to grow over time, right? Just like the excitement over it is gonna continue to grow. Yeah. Same thing’s true for the negative. I mean, you have people that absolutely have their head in the sand, which is okay. Right. Um, for, for certain reasons, you have people that obviously have negative feelings about it because of the socio – uh, economic impact. Sure. Companies potentially might be laying off job just Placement or replacement as a result of LLMs and the technologies that they introduce. There’s the environmental factors. So, like, all those things are absolutely true. We don’t think it’s, as Charlestown, our responsibility to sort of correct that. Right. But we do wanna make sure our associates, team members, and corporate, and corporate leadership team know this isn’t going anywhere. Yeah. It’s fundamental core to the business, and we’re gonna make an investment into our teams to make sure that they’re prepared for this new wave, whatever it looks like. Ryan Embree: It’s exciting times. And it’s okay to experiment fail sometimes, because that, that’ll show you some lessons too. Sure. Max Spangler: Yeah, we. Yeah, we’ve run so many pilots. We’ve had so many things fail. We’ve incinerated millions of tokens and subsequently thousands of dollars as a result of – Yeah. Um, so many pilots, but we’ve learned a lot. Yeah. Uh, and we’re in a much better spot as a result of it. You have to be willing to take risks, especially now. I do believe, like, no one’s gonna be left behind yet, but there is absolutely an advantage to being a first mover. And I think the companies that are at least experimenting and building AI fluency for their teams are gonna be much better, uh, much farther along than everybody else. Ryan Embree: 100%. And, you know, one of those spaces is, is the data, right? That’s, I mean, that’s the name of the game of this conference here. Yeah. How are some ways are you leveraging data to kind of – Yeah. Grow Charlestown hotels or even just create efficiencies? Max Spangler: Yeah. So for us, it, it, it is a challenge to think about the kind of company that we are. We focus mostly on the independent space. Mm-hmm. So we don’t have sort of the technology through line like the brands have where – Sure. You know, they can force a certain PMS, POS, CRS, like, it’s very clean and organized and scalable that way. Yeah. For us, you know, when we come into a new hotel operating environment, in most cases, technology hasn’t been a major form of investment, right? I mean, most people don’t come to Charlestown hotels with a great performing asset. They’re like, “We’re in trouble. We need your help.” Right. So then I come in, you know, from the technology perspective and it’s like, okay, this is difficult. How are we gonna extract information, put it into a centralized place, be able to sort of layer a, a, a, a BI tool or reporting package on top of it to actually surface the insights so these one-off owner operators can get the insights that, like, a company like Charlestown Hotels can deliver at scale with all the independent properties and things we’ve learned across the secondary and tertiary markets that we work in. Max Spangler: So, I mean, to put it simply for us, it is about having, like, a central data repository or warehouse. Sure. I mean, there’s plenty out there. Databricks, Snowflake. We’re a BigQuery customer. We do a lot with Google. Um, but it is, you know, if, if you think about where things are going to bring it back to AI, so much of the conversation surrounds having a good data foundation, because AI is an accelerant. If you have bad data, it’s gonna accelerate you to bad outcomes more quickly. Yeah, that’s a great point. If you have a bad business strategy, it’s gonna optimize for the wrong KPIs. So for us, it is very much about having solid fundamentals. Yeah. That’s not a reason for you to stop, right? It’s just more a reason for you to proceed cautiously. Ryan Embree: Absolutely. And, you know, you do it right. All of a sudden, you get that personalization, which, you know, hospitality’s been really the last decade – Yeah. Has been striving so much for to get that personalization within the guest experience. So as we wrap up, you know, we always like to. I know this is gonna be difficult because, like we said, things change so quickly in the tech space. Yeah. But what’s your vision for Charleston Hotels from a technology perspective? Max Spangler: Yeah, great question. I thought you were gonna ask me a hard one, like, what’s my favorite color? But, uh, no, for, for. Vision for technology, you know, for us, as long as we keep, like, hospitality at the center – Yeah. As our north star, that really does simplify things for us. It is gonna be difficult. There’s, you know, obviously a whole host of different frontier models you have to choose from. Tokenomics is gonna continue to be a big part. People talk about ROI with LLMs, but no one’s really talking about the expense – Yeah. And expenses continue to grow. Great point. Right? So we’re, we’re focused really on, you know, not only the, the ROI from some of the LLM tools, but, but obviously the tremendous cost that’s associated with running them at scale. But as long as we keep people and human beings at the center, reducing mundane work, admin tasks, friction so that our people can spend less time in front of screens and just be more hospitable, I think that really is the vision. Technology’s gonna support that. It’s gonna hopefully be more invisible to the people that come to hospitality. They didn’t come to, like, move information around – Right. Push paper or spend time in front of a computer. They spent it to, like, be empathetic, to be excited – Yeah. To surprise and delight. And so our goal, that’s our north star, and technology’s gonna be there to support it. Ryan Embree: Yeah, I mean, some industries, you’re, you’re right, are gonna be completely flipped upside down – Yeah. With this technology. But hospitality, we have that advantage of being a people first industry, so. Max Spangler: I, I think it’s, like, the, the key differentiator, and it honestly, it’s like, hospitality has an opportunity to have a really strong opinion. As so many industries are completely rolled over by this AI wave – Yeah. Hospitality can actually say, “No, you know what? People are…” And people in hospitality are at the center, and so as there is potentially more AI backlash and people are seeking more authentic experiences – Right. With people and connections – Yeah. I think it’s, it’s gonna be a great benefit to our industry. Max Spangler: Yeah, and we’ve seen from the data, experiences still seem t be – Yeah. I think that’s gonna grow. Yeah. Ryan Embree: Yeah. Agreed. Uh, Max, appreciate the time. Thank you. Uh, we’ll keep an eye on Charleston Hotels and everything you’re doing over there. Great. Congratulations. Max Spangler: Thank you. Ryan Embree: Hello, Everyone. Ryan Embree here with The Suite Spot. We’re live on location at the Hotel Data Conference 2026 here with Sam Trotter, Head of Digital Marketing for Indigo Road Hospitality Group. Sam, thanks for taking some time. Sam Trotter: Thanks for having me here. Yeah. I’m excited to be here at the Hotel Data Conference. Ryan Embree: It’s our first time here, but you said you’re, you’re a pro. You’ve been here for many years. Yeah. What does a successful hotel data conference look like for you and some of the takeaways that you look for? Sam Trotter: I really love having a good sense of what’s gonna happen next year. So you get some really great data here where you actually can take to your business planning sessions and use and say, “Hey, you know, I have this from the data conference, and they’re forecasting this growth in this market.” And you have something tangible. Yeah. So you’re about to head into budget season. Yeah. So having that in hand is really, really nice. Ryan Embree: That’s a big part of it. I mean, budget season, you gotta make those operation efficiency. We talked about the margins, how tight those are right now, especially in hospitality. One of the ways that hospitality’s changing right now is through AI search. You were on a panel here. For those that weren’t able to join us here in Nashville, maybe unpack that topic a little bit, because it’d certainly be top of mind for a lot of hoteliers right now. Sam Trotter: Well, it was really fun. It was a packed house, so a lot of interest in it. There’s a lot to talk about. I think we did a little bit of an intro to the topic, just so that everybody was sort of on the same page. But this is a new thing that we’re all having to adapt to. And we’re gonna have to focus on this. And in the panel, I said, “This feels a lot like 2006 when SEO was becoming a big thing.” And I remember I hired this French couple to do our SEO for this hotel that we were opening. It was like $10,000. In 2006. And it felt kinda like magic. Yeah. You know, like, what are they, what are they actually gonna do, right? And so it’s really tough. Who do you listen to? What actually works? And it was a great panel. And there’s no main takeaway other than we’re doing a lot of AB tests. We’re trying to figure out what works. I’m looking at the dashboards from our different properties. Who’s doing well? Who’s not? Yeah. And trying to pivot. And so we’re at this really interesting phase where it’s not really clear, right? Everybody’s telling us different things. Who do you listen to? So I honestly think it’s really exciting. Ryan Embree: The good news is it’s a challenge that a lot of people are attacking at once, right? And that’s where you’re gonna kind of find maybe lessons learned, even in those failures. So I think it is interesting because ultimately what happened with SEO is, like, there became a little bit of of a game plan that you could attack it with, right? That people are still trying to kind of balance. And then there were switches, right? That’s the other thing, is you could attack it one way and then all of a sudden, next week, algorithms change and it’s back to square one. So it was very, very interesting. But I think it’s events like this and panels that you’re on, Sam, that help kind of. Where everyone’s going through this right now. And to try to get through the weeds on it and try to figure out what is a good course of action here. And it changes so quickly. I think AI gets a spotlight, obviously, for good reason because it’s just this up and coming technology. But digital marketing also feels like it’s fast changing and evolving. And it’s been doing that for the past decade. You think about social media updates and everything like that. Yeah. I guess, how do you view digital marketing right now from a strategic standpoint and, and how hoteliers should be embracing and, you know, maybe investing in It? Sam Trotter: So that was a big question, right? Ryan Embree: Yes, sorry. Sam Trotter: When I have new marketers join, junior marketers, I always tell them there’s really no such thing as an expert anymore. Because it’s gonna change next year. Right? Ryan Embree: Great point. Sam Trotter: There are certain fundamentals that will help you no matter what, from 10 years from now, they’ll always be in play. I think what’s really interesting now with AI is I feel like there’s more emphasis on brand and category ownership. So if the AI is the most educated person in the entire world about hotels in Nashville. I mean, that’s what it is. Sure. It’s the most educated person in Nashville. What do you wanna teach it? And so if you’re teaching it, I have a pool and a fitness center, that doesn’t really help, right? ‘Cause now you’re just the same. And so what category can you own? Can you be the wellness hotel of Nashville? And if you’re the wellness hotel of Nashville, what that looks like is everything we say and we do reflects that. So I have spa packages, we have spa activations, we have a spa month. We have an amazing spa. We have spa content. We have spa creators that come in. And so when you’re doing that, all of a sudden the AI’s like, “Okay, no, this is the spa hotel of Nashville.” Because it’s, there’s evidence. Yeah. Right? And so I think there’s gonna be more emphasis on this category ownership, right? More than ever. And that boils back down to your brand. Ryan Embree: No, I love that. I think that’s a great explanation to someone who might feel overwhelmed in this right now. But those searches also could get very specific, right? I’m looking for a place that’s pet friendly, that is dedicated to wellness, where I’ve got my family coming to. So that’s where it gets a little bit tricky of the categories could turn into subcategories and then very, very niche. But it’s also the beauty of it, I think on the other side, is that your travelers are gonna be able to hopefully find the right hotel for them and what they’re looking for. Sam Trotter: So going back to your question, you asked me about social media. Because things are changing so fast, the, what we don’t really realize, and we don’t talk about, is the number one AI that we talk to is Google’s AI overview. That’s the one that when you have a long search, it defaults to, right? And it is weighing YouTube more than any other social platform – Great point. Because they’re not giving access. Right? So TikTok’s not giving them access. So now all of a sudden, YouTube is like this big player. And so we’ve got 76 locations. How do you scale YouTube? Yeah. And so, you know, we’re trying to figure this out in real time, and it’s a lot. There’s a lot of change happening. Ryan Embree: No, that’s a great point, what you said about Google, because a lot of people might be listening to this being like, “Well, I’m not, I’m not really looking, or I’m not using AI in my everyday life.” Well, Google’s really, you know, that AI overview, you are using, right? And it’s just, it’s gonna become more and more, whether we know it or not, a part of our life, you know? So that’s a different conversation. You know, Sam, Indigo Road Hospitality Group, you just mentioned tons of locations. What are some of the projects you’re most excited about that you’re working on right now? Sam Trotter: So, we have amazing locations, and there’s so many that are really interesting that we have coming up. We’re dabbling in more and more to membership clubs. Which is something that, we have one right now in Bentonville, and then by the end of the year, we’ll have two more. So we’re going from zero to three in a pretty short amount of time. It’ll be like a year and two months, we’ll go from zero to three. So it’s something that has been really fun to learn about, and there’s new platforms to learn about. So that’s really exciting. And then, I’m working on some fun data projects too, fun to me. I’m trying to set us up to have our own loyalty program. And so I’ve got some cool things in the works. So I’m really excited about that because we have a diverse portfolio. We have coffee shops and restaurants and hotels. And venues and how do you get them all to talk? Right? How do we put them all in one place, but have them separate? How can we share notes? How can we improve the guest experience? So there’s a lot of really cool things that are happening now. And one of the benefits of AI is partners are, are improving their platforms faster than ever. Oh, yeah. Which is fun if you have the right partners. And they are doing it. Ryan Embree: Yeah. I mean, and loyalty programs, you also learn more about your guests and hopefully create personalization, which is, you know, a topic that has been in hospitality. But we’re getting closer and closer, I feel like, to what we may have talked about five years ago at a conference like this. Be like, “There might be a time where we could do this, and now with the power of AI, it, it’s possible.” Yeah. Well, as we wrap up, kind of what’s your. I know we just talked about the future, but, and it’s hard to predict, but what would be kind of your vision for the future, in your role at Indigo Hospitality Group? Sam Trotter: I would say that, I guess thinking more optimistically, ultimately, it’s gonna be about the guest experience. It’s gonna be about the surprise and delight. It’s gonna be about having great employees who are happy to be where they’re at and that wanna be there. And the best marketing is a great experience, right? So what’s my role in that? You know, how can I help operations do their thing? And that’s the foundation of everything. At the end of the day, I think that’s it. Ryan Embree: There is a, there is a comfort, Sam, to being in an industry that we knew can only be disrupted so much by AI, but at the end of the day, it is gonna still come down to people serving people and creating those memorable experiences, and hopefully AI gives the opportunity to do. Sam Trotter: I have a anti-trend for you, right? Okay. So we’re here at, at the Grand Hyatt. There’s no kiosks, right? Check in. There’s still front desk people. 10 years ago at the hotel data conference, I think we would’ve though it was all kiosks. So hospitality has reigned supreme, and I think that’s the future. Ryan Embree: Yeah for, they say hospitality is the first ever industry and it’ll be here for a long time. So Sam, we appreciate it. We’re gonna watch you and, and everything you’re doing over there. We appreciate you taking some time with us. Sam Trotter: Thank you you so much. This was a lot of fun. All right. Ryan Embree: To join our loyalty program, be sure to subscribe and give us a five-star rating on iTunes. Suite Spot is produced by Travel Media Group. Our editor is Brandon Bell with cover art by Bary Gordon. I’m your host, Ryan Embree, and we hope you enjoyed your stay.

How Do You Scale Hospitality Without Losing What Makes It Special? (With Rachel Alday)

The Art Of Hospitality

Play Episode Listen Later Aug 26, 2026 47:35

In this episode, we interview Rachel Alday of Abode Luxury Rentals to talk all things luxury vacation rentals, scaling with standards, hospitality and leadership, private equity and industry consolidation, building authentic connections with guests and homeowners, her upcoming book Please Do Disturb, and a lot MORE!Enjoy!⭐️ Links & Show NotesAdam NorkoConrad O'ConnellRachel AldayAbode Luxury RentalsRachel's Book: Please Do Disturb | Penguin Random HouseRachel's Book: Please Do Disturb | Amazon

losing airbnb scale hospitality vacation rentals

WNT - Hospitality

Sermons - Mercy Hill Community Church

Play Episode Listen Later Aug 26, 2026

A study through discipleship

hospitality

Daniel Lesser: Hotel Investment, Loan Maturities, and Too Many Brands

Distinguished

Play Episode Listen Later Aug 26, 2026 20:55 Transcription Available

Four decades in this business have taught Daniel Lesser to not to fear uncertainty. From the Cuban Missile Crisis to COVID, despite dire warnings, the hospitality industry recovers and comes back stronger every time. This episode of the Distinguished Podcast was recorded on the road at the NYU International Hospitality Investment Forum in New York City, with guest host Kaushik Vardharajan, Director of Boston University School of Hospitality's Real Estate Program. Daniel is Co-founder, President, and CEO of LW Hospitality Advisors, and one of the most widely quoted voices in lodging investment. In this conversation, he moves from the top line to the bottom line, discussing topics such as: How to find the opportunities in distressed markets Preventing the proliferation of brands from cannibalizing the parent brand Why he stays so bullish on San Francisco and New York Email us at shadean@bu.eduThe “Distinguished” podcast is produced by Boston University School of Hospitality Administration. Host: Arun Upneja, DeanProducer: Mara Littman, Executive Director of Strategic Operations and Corporate RelationsResearch and Content Creation: Lan LuMarketing: Anne DawsonEditing: Isabella Laikin and James LeonMusic: “Airport Lounge" Kevin MacLeod (incompetech.com)Licensed under Creative Commons: By Attribution 4.0 Licensehttp://creativecommons.org/licenses/by/4.0

covid-19 ceo director president new york city san francisco executive director hotels investment brands hospitality loans kevin macleod lesser cuban missile crisis boston university school strategic operations hospitality administration real estate program

Stewardship Is the Strategy with Sarah Eustis on Transforming Boutique Hotels

The Unfamiliar Shift with Ariela

Play Episode Listen Later Aug 26, 2026 32:37 Transcription Available

Sarah Eustis has hospitality in her blood, literally. In this episode, Sarah, CEO of Main Street Hospitality — a growing collection of independent hotels across the Berkshires and Rhode Island, including her family's iconic Red Lion Inn — joins Ariela to trace her path from fourteen-year-old housekeeper to twenty years in fashion (Ralph Lauren, Gap Inc., Limited Brands, and a stint building a brand in Paris) and back again to lead her family's hospitality legacy. They dig into what it means to be a "steward" rather than just an owner, how emotional connection outperforms transactional service, and the surprising overlap between fashion and hospitality as businesses built on brand, trust, and human connection.Episode Time Stamps:0:00 – Introduction to Sarah Eustis and Main Street Hospitality1:09 – Growing up at the Red Lion Inn and how it shaped her leadership philosophy2:24 – Hospitality as an emotional product, not a transaction, and what it means to be a "steward"6:11 – Lessons from Danny Meyer: training staff to read the room and make guests feel seen11:35 – Career journey: from Ralph Lauren and Gap Inc. to Limited Brands and Paris18:21 – Coming home to build Main Street Hospitality out of the family business19:59 – Leading through scale: staying grounded in the "why" and codifying company values22:29 – The case for conversions and "upcycling" over ground-up hotel development26:25 – Where fashion and hospitality intersect: brand building and shared customer basesEpisode Highlights:Growing up inside the Red Lion Inn and learning hospitality as "rhythm," not transactionThe concept of being a "steward" of a place rather than just its owner or operatorTraining lessons from mentor Danny Meyer: reading the invisible "sign" every guest carries and responding to itHer 20-year detour through fashion — Ralph Lauren, Gap Inc. under Mickey Drexler, Limited Brands, and building a brand for a French retailer in ParisReturning home to grow the family's hotels into Main Street Hospitality, now spanning the Berkshires and Rhode IslandWhy she believes boutique hospitality can scale without losing its soul, as long as leadership keeps showing up for the "why"Her outlook on real estate strategy: prioritizing conversions and "upcycling" historic properties over ground-up developmentThe parallels between fashion and hospitality — brand voice, product quality, environment, and genuine customer engagementEpisode Conclusion:Sarah and Ariela close by tying together the throughline of her career: whether in fashion or hospitality, the fundamentals are the same — a well-made product, a resonant brand voice, an inviting environment, and genuine engagement that builds trust. Sarah's journey from the Red Lion Inn to global fashion houses and back reinforces the idea that stewardship, not just ownership, is what keeps a hospitality brand meaningful as it grows. It's a reminder that scaling boutique hospitality doesn't have to mean losing its soul, provided leadership stays close to why the business exists in the first place.Stay tuned for the next episode of The Unfamiliar Shift with Ariela for more insightful discussions on the boutique lifestyle lodging industry.Keep connected with BLLA for the latest updates and explore BLLA.org for more resources. Follow us on Instagram and LinkedIn to keep up with the pulse of boutique hospitality.

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#270 - Hospitality Meets Neel Radia - The story of the Disney dream, the panto and the cake

Hospitality Meets... with Phil Street

Play Episode Listen Later Aug 26, 2026 44:37

At 16, Neel Radia had no idea what he wanted to do with his life.Then somebody in a careers office suggested hospitality.What followed was a dream job at Walt Disney World, eighteen months backpacking around Australia, a temporary return to the family food business that somehow became 15 years, nearly two decades supporting the National Association of Care Catering, national television appearances, a hospitality pantomime and, eventually, a social enterprise built around cake.Which is quite some journey from “I'm not really sure what I want to do.”Neel is somebody who repeatedly comes back to one deceptively simple idea:If something matters to you, try it.We CoverDiscovering hospitality almost accidentally at 16Applying for exactly one gap-year job — Walt Disney WorldLearning from Disney culture and wanting to be part of itHaving a five-year Disney management opportunity disappear after 9/11Taking 18 months out to travel and rethink lifeJoining the family business “for a year” — and staying for around 15Why family businesses are rarely as easy as outsiders assumeBeing effectively railroaded into his first chair role at 26Turning a deeply painful family experience into a drive to improve food and drink in careHelping champion safer texture-modified foodAlmost turning down national leadership because he feared public speakingGoing from media training to appearing on BBC News within weeksGetting comprehensively outside his comfort zone in a hospitality pantomimeTaking one weekend every month completely offlineCreating Cake for KindnessWhy a piece of cake can mean far more than simply something to eatQuotables“If you don't try, you never know.”“Sometimes we need to stop looking at everyone else and start looking at ourselves.”“There's always time. Always time.”“It's better to do something and get it wrong than not do it at all.”“It's not just about giving them a cake.”Final ObservationThere are several moments in Neel's story where the obvious route disappeared.Disney didn't happen as planned. A temporary move into the family business became a major part of his career. A role he initially didn't want ultimately gave him an opportunity to fight for something deeply personal. A fear of public speaking eventually led to national television — and, somehow, a pantomime.The common denominator is that Neel kept participating.Kept trying.Kept saying yes when it mattered.And today, through Cake for Kindness, that same instinct has become beautifully simple: bring people together, make something with care and use it to make another human being smile.Sometimes hospitality really can be as simple as being present.And occasionally bringing cake.Show PartnerA big shout out to today's show partner, RotaCloud — the people management platform built specifically for shift-based teams.RotaCloud lets managers create and share rotas, record attendance, and manage annual leave in minutes — all from one simple, web-based app.It also makes life easier for teams, allowing staff to check rotas, request holiday, and pick up extra shifts directly from their phones.To find out more, head to RotaCloudThis podcast uses the following third-party services for analysis: Podcorn - https://podcorn.com/privacy

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Elementary | Hospitality Series 3: Slippers, Toothbrush and Toothpaste

hospitality elementary series 3 toothpaste toothbrush slippers mandarin chinese

Play Episode Listen Later Aug 26, 2026 20:08

Everyone forgets the essentials sometimes when they travel. What's a poor traveler to do without their toothbrush? Listen in as a forgetful hotel guest asks hotel staff for vital necessities in Mandarin Chinese and learn how to do the same yourself! Episode link: https://www.chinesepod.com/1785

How Westgate Las Vegas Keeps Legendary Vegas Alive

Play Episode Listen Later Aug 25, 2026 8:02

Westgate Las Vegas is betting on something Vegas can't manufacture: history. Dawn Rawle, SVP of Marketing, Advertising and Guest Experience, joins me on No Vacancy from the very stage where Elvis performed, standing on the original planking he walked across decades ago. Westgate doesn't treat that #LasVegas history like something trapped in a display case. The team uses it to shape what guests experience right now. That means Barry Manilow today, memories of Elvis and Liberace everywhere, and team members who've spent decades creating the kind of personal service guests remember. Westgate takes all of that heritage and turns it into a very current #GuestExperience rather than chasing whatever happens to look newest. There's a reason this place still feels connected to the Vegas people fell in love with in the first place. See how Westgate turns its #Hospitality history into something guests still want to experience today. Want the weekly roundup of news, videos, and what you might've missed from #NoVacancyNews? Text HOTEL to 66866.

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HPV home-testing kits, Women-run hospitality map, Digital wardrobe apps

Woman's Hour

Play Episode Listen Later Aug 25, 2026 57:10

Women who have missed a cervical screening appointment in England are to be offered HPV self-testing kits by the NHS. Over the next year, nearly four million women will receive invites on the NHS App or via text message, email or letter to order a free kit to use at home. The aim is to encourage more women to complete their potentially lifesaving screening to detect HPV, which can increase the risk of cervical cancer. Figures show that around a third of women who are eligible for cervical cancer screening have not taken up the offer recently. Dr Sue Mann, National Clinical Director for Women's Health in England and a consultant in Sexual and Reproductive Health, joins Nuala McGovern to discuss.Chef Sally Abe, who owns the restaurant The Pem, and Kayla Lawrie, a producer with social media food influencers TopJaw, have launched a map of women-owned hospitality businesses. What began with 350 restaurants, pubs, cafés and bakeries has now grown to more than 1,000 venues across the UK. They explain to Nuala what they hope to achieve.Around 7,500 women are diagnosed with ovarian cancer every year, with the majority aged over 50. But around 120 of those women are between 15 and 24. Enlli Thompson was just 19 when a growth was found on one of her ovaries. Since then, she's undergone chemotherapy, egg freezing, a hysterectomy and medically induced menopause. Enlli joins Nuala, alongside GP Charlotte Badescu, who was also diagnosed with ovarian cancer in 2021 when she was 31.Stephanie Brown from the University of Hull has spent the past year as Woman's Hour's researcher in residence on the scheme that Radio 4 runs with the Arts and Humanities Research Council. She studies the history of crime and, as part of our summer series exploring some of the latest research into women's lives past and present, she shares new findings about the punishment of women in medieval England.Is your wardrobe a clutter-free haven of beautifully coordinated outfits? Or is it more a chaotic jumble of jumpers, jeans and everything in between? Could an app be the answer? Some apps allow users to catalogue what they own, visualise outfits and experiment with their style. Nuala is joined by Nicole Glennon, Deputy Editor of the Irish Examiner Weekend magazine, and Dion Terrelonge, fashion psychologist and practitioner.Presenter: Nuala McGovern Producer: Dianne McGregor

#322: Boutique Service, Authentic Design, and Cultivating Hospitality's Future | David Bowd of Salt Hotels

Excellent Executive Coaching: Bringing Your Coaching One Step Closer to Excelling

Play Episode Listen Later Aug 25, 2026 45:06

In this episode, Steve Carran and David Millili sit down with David Bowd, co-founder and owner of Salt Hotels, for a candid conversation about hospitality, leadership, design, service, and the future of independent hotels.David shares how growing up in a small village in Staffordshire, England, and working in a local pub sparked his passion for hospitality. He also talks about leaving school at 16, discovering that the kitchen wasn't for him, and building a career that would take him through some of the most influential lifestyle hotels in the world, including St. Martin's Lane and Sanderson, as well as working alongside hospitality icons Ian Schrager and André Balazs.David explains why he founded Salt Hotels and the philosophy behind combining thoughtful design, personalized service, and a strong sense of place. He also shares why memorable hotels are ultimately created by people—not just beautiful spaces—and tells a powerful story about turning a hotel disaster into an unforgettable guest experience.In this episode, we discuss:The philosophy behind Salt HotelsWhy people and service create memorable hotel experiencesHow independent hotels can build visibility and commercial successAI's role in hospitality and the importance of human connectionWhy every hotel should feel connected to its locationWatch the FULL EPISODE on YouTube: https://youtu.be/gB-NcS4Aj18 This episode is sponsored by Sip Tea: https://sip-tea-path.com/Links:David Bowd on LinkedIn: https://www.linkedin.com/in/davidbowd/ Salt Hotels: https://www.salthotels.com/For full show notes head to: https://themodernhotelier.com/episode/322Follow on LinkedIn: https://www.linkedin.com/company/the-..Join the conversation on today's episode on The Modern Hotelier LinkedIn pageConnect with Steve and David:Steve: https://www.linkedin.com/in/%F0%9F%8E...David: https://www.linkedin.com/in/david-mil.

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Episode 183 - Anastasiia Bruieva

Tuesday's Thanks

Play Episode Listen Later Aug 25, 2026 32:58

In this episode, Brian is joined by Anastasiia Bruieva,Founder and CEO of Domus Vita Solutions. Domus Vita Solutions FZ-LLC, a UAE-based boutique consultancy, specializes in Human Capital Development, Business Coaching, Destination Management, Organizational Development, Lifestyle Management, and Hospitality & Tourism. Anastasiia, Tune in to hear who Anastasiia Thanks for helping her along the way.

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EEC 447: Beyond Service: Turning Hospitality into Your Most Powerful Leadership Advantage, with Lucy Lewand

Play Episode Listen Later Aug 25, 2026 19:00

Lucy Lewand is a hospitality consultant, speaker, and founder of Happy Hospitality Solutions, with more than 40 years of experience helping organizations turn everyday interactions into a real competitive advantage. What's the difference between good service and true hospitality — and why does it matter for business results? What are the biggest missed opportunities you see in the first 7 seconds of a customer experience? You talk about hospitality as a competitive advantage — what does that actually look like in real life? What are a few phrases or habits that quietly damage interactions — and what should replace them? For leaders who feel like their team is 'good but not great,' what's one simple shift that creates immediate impact? Lucy Lewand Lucy Lewand is a hospitality consultant, speaker, and founder of Happy Hospitality Solutions, with more than 40 years of experience helping organizations turn everyday interactions into a real competitive advantage. She works with leaders across industries to create what she calls the "hospitality hum" — how people are welcomed, how they're engaged, and ultimately how they feel from the very first moment. Her work brings decades of hands-on experience into simple, practical frameworks leaders can use right away, whether they run a hotel, a nonprofit, or a sales team. Lucy knows hospitality isn't just an industry — it's a leadership discipline. And the organizations that treat it that way consistently outperform those that don't. Excellent Executive Coaching Podcast If you have enjoyed this episode, subscribe to our podcast on iTunes. We would love for you to leave a review. The EEC podcasts are sponsored by MKB Excellent Executive Coaching, which helps you get from where you are to where you want to be with customized leadership and coaching development programs. MKB Excellent Executive Coaching offers leadership development programs to generate action, learning, and change that is aligned with your authentic self and values. Transform your dreams into reality and invest in yourself by scheduling a discovery session with Dr. Katrina Burrus, MCC, to reach your goals. Your host is Dr. Katrina Burrus, MCC, founder and general manager of Excellent Executive Coaching, a company that specializes in leadership development.

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“The Wisdom of Our Gifts" Episode 1 with Julie Golden: the Gift of Hospitality

The Oak Grove UMC Podcast

Play Episode Listen Later Aug 25, 2026 27:59

“The Wisdom of Our Gifts” featuring our Older Adults: Episode 1 with Julie Golden who shares her gifts of hospitality and music!In this special three week podcast Krisy Kuo, Director of senior adult ministries, will be in conversation with Julie Golden, Colonel Esther Segler, and Rev. Dr. David Naglee. You can find the podcast on Spotify, Apple podcasts, and a video version on YouTube. #Umc #GeorgiaUmc #ogumc #olderadults #senioradult

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We Are the Church: Now, Let's Go

Foundry UMC

Play Episode Listen Later Aug 25, 2026 36:22

Part III — We Know What We're About · Calling as Public Witness Date: August 16, 2026. Text: Ephesians 4:11–1, Isaiah 6:5–8 Yongchi Rhie Let me begin with a confession from someone I knew, and I suspect it's one that some of you share. “For most of my life, I was a pew warmer. You know the type; maybe you are the type. I had my seat. Not just any seat; my seat, and heaven help the visitor who took it. I knew when to stand and when to sit. I could sing the first and last verse of any hymn and mumble convincingly through the middle. I knew exactly how long a sermon should go, and I would let the preacher know, with my eyebrows, when he had gone over. I gave the building the warmth of my body for one hour a week, and I called that church. I thought my job was to show up, to be moved when the sermon was good, to put something in the plate, and to go home. I thought the church was something that happened to me. Something performed for me. A service I attended, the way you attend a concert.” And Paul writes to the Ephesians to tell us what the church actually is. Listen: “And he gave the apostles, the prophets, the evangelists, the pastors and teachers, to equip the saints for the work of ministry, for building up the body of Christ, until all of us come to the unity of the faith and of the knowledge of the Son of God, to maturity, to the measure of the full stature of Christ.” Did you catch what that does to the pew-warmer's dream? It calls it what it is: a beautiful, comfortable, church-shaped lie. Now listen closely, because there is a famous comma hiding in this passage, and that comma has done more damage to the church than almost any heresy I know. If you grew up on the King James Bible, you heard it read like this: Christ "gave some, apostles; and some, prophets; and some, evangelists; and some, pastors and teachers; for the perfecting of the saints, for the work of the ministry, for the edifying of the body of Christ." Do you hear those commas? Three tidy tasks, all handed to the professionals. The clergy perfect the saints, and the clergy do the work of the ministry, and the clergy build up the body — and you, the saint, you sit in your pew and receive it. But that comma is not in the Greek. Hear the difference. The King James, with its commas, gives the clergy three jobs: they perfect the saints, and they do the ministry, and they build up the body — three tasks, all landing on the professionals, while you sit and receive. But in the Greek there are no three jobs. There is one sentence that moves, and it moves in a single direction, and it turns on two little words. The first is pros — it means toward. Christ gave the apostles and prophets and evangelists and pastors and teachers toward one thing, and one thing only: the equipping of the saints. That is the whole job of the leaders. To equip. And then the sentence hands off to a second word, eis — it means for the purpose of. Equipped for the purpose of the work of ministry. Do you feel the current change? In the King James, the ministry stops at the clergy. In the Greek, the clergy are just the on-ramp — and the ministry flows on, past them, to you. The gifted leaders are not the ministers. They are the equippers. You are the ministers. The staff is not the church. You are. The building on this corner is not the church. You — the living, breathing, gifted, called people of God — you are the church. One little comma turned the whole church into an audience. And Paul, in the Greek, quietly takes it out. And so this morning I have come to preach against a heresy. Not the heresy you're bracing for. Not a heresy about the Trinity: we'll defend the Trinity another day. Not the prosperity gospel, though God knows it deserves a sermon. Not complementarianism, not any of the usual suspects we love to argue about online. No. The most persistent heresy in the American church is quieter and far more comfortable than any of those. It is the heresy of passivity. The heresy of the spectator. The quiet, respectable belief that faith is something you consume rather than something you carry. Dietrich Bonhoeffer had a name for it. He called it cheap grace. "Cheap grace," he wrote, "is the grace we bestow on ourselves … grace without discipleship, grace without the cross, grace without Jesus Christ." It is grace as a service you attend, grace with no summons attached, grace you can sit inside of and never be changed by. Against that heresy, against that comfortable, safe, spectator faith, the whole witness of Scripture rises up and says: no. Look at the word Paul uses for you. "The saints." Hoi hagioi — the holy ones. And here is the good news buried in that word: you are not holy because of the work you do. You will never do enough work to become holy. You are holy because you have been made holy — set apart, washed, claimed — in the redemption of Christ's cross. Your holiness is not your achievement; it is Christ's gift. Peter says it plainly: you are "a chosen race, a royal priesthood, a holy nation, God's own people." A priesthood — all of you. Not because you earned the collar, but because Christ tore the curtain. So when I call you a saint this morning, I am not flattering you and I am not burdening you. I am telling you your name. The one God already gave you. Now hear me, because this can start to sound like a guilt trip and it is not. I am not asking you to become something you are not. I am asking you to own what you already are, and to let it be redefined. And I know that word can sting. So many of you have been “redefined” by a system that never asked — restructured, downsized, quietly shown the door. And when that happens, you feel it: lost, cast aside, no longer valuable, waiting for some new role, a new job, a new title to tell you who you are again. I am not going to stand up here and pretend that struggle isn't real; it is real, and for some of you it is raw right now. But hear me: God's redefining runs deeper than any of that. It does not wait on a title the world hands out. It names something about you that has already been claimed and honored by God — that you are a minister, that you are a saint, that your one ordinary life is already woven into the holy work of God. That is the kind of redefining that heals. And it invites you to stop living beneath your own name. Because all of this equipping, Paul says, is "for building up the body of Christ." The body of Christ. Stop there with me. Now, I know exactly where your mind just went. The moment a preacher says "the body of Christ," every good churchgoer's brain jumps to the same passage — Paul's other letter, the one about the one body with many parts. You know the scene. Christ is the head, and the rest of us are the assorted body parts, and everyone's having a little argument. The hand turns to the mouth and sniffs, "I don't need you." The foot is sulking in the corner, jealous of the eyes — because eyes sit up there in a place of honor and the foot spends its whole life down in the dirt, in the sock, in the shoe nobody wants to smell. The nose is having an existential crisis about whether it even counts because it's not an eye. It's a wonderful passage, and it's a little bit of a family squabble, and every one of us has been every one of those body parts. Some of us are the eyes on our good days and the foot on our worst. But hold that picture loosely for a second, because I don't want us to stop at the anatomy lesson. What kind of body do you picture when you hear "the body of Christ"? It is not the glorious, weightless body of some ancestral heavenly being, floating serene above our troubles. And it is not merely our own ordinary body, fragile and failing and afraid. When I hear "the body of Christ," I think of the resurrected body. The body that went down into the cruelest, deadliest battle in human history, and came back. The body that conquered death itself. And here is the thing I cannot get past: that resurrected body still carried its wounds. Christ rose, and he rose scarred. He kept the holes in his hands, the wound in his side. But listen, after the resurrection those scars mean something entirely new. They are no longer the receipt of an unjust system that tortured him. They are now the proof that the body survived; and Jesus holds them out to Thomas, the doubter, and says, "Put your finger here. Reach out your hand. Do not doubt, but believe." That is the body we are being built into. A body that carries its wounds without shame, and offers them to the doubting world as the very evidence that love outlasts death. Which brings me to Isaiah, and to the most important thing I will say all morning about how any of us ends up doing the work of God. Isaiah is in the temple, and the whole place shakes with glory, and his first honest response is not "send me." It is despair. "Woe is me! I am lost. For I am a man of unclean lips, and I live among a people of unclean lips." He knows he is not qualified. He knows the people around him are not qualified. And notice what God does not do. God does not say, "You're right, clean yourself up and come back when you're ready." No. One of the seraphs takes a live coal from the altar and touches it to Isaiah's mouth and says, "Your guilt has departed; your sin is blotted out." And only then, only after the cleansing, only after the grace, only after he is justified by a fire he did not light, then comes the question: "Whom shall I send?" And now Isaiah can answer: "Here am I. Send me." Do you see the order? The commissioning did not come before the cleansing. Grace came first. You are not sent because you are qualified. You are sent because you have been called. And that means ministry is not a plan to you have to figure out; Ministry is presence. It is a cleansed and willing person saying, "Here I am." That's all. Here I am. So let me talk about our body. About Foundry. We began this whole sermon series by saying: we know who we are. And to know who we are, we have to tell the truth about our whole body — the parts that make us proud and the parts we are still learning to confess. This is a body with a painful history of segregation. A body that shut down the ministers because of their skin color, a body that showed contempt when others demanded a seat on our table. And it is also a body embracing radical hospitality; it's also a people who have planted gardens whose harvest they would never live to see, who practiced a sacred resistance rooted not in rage but in grace and in hope. Some of our story makes us proud. Some of our story we are still trying to admit out loud, still seeking reconciliation for. There is the courage of public witness in this body, and there is the fatigue of fighting battles that never seem to end. And here is the gospel: all of it — the pride and the shame, the courage and the exhaustion, the scars and the survival — all of it is the body of Foundry. A scarred body. A resurrected body. Being built, Paul says, "until all of us come to the unity of the faith and of the knowledge of the Son of God, to maturity, to the measure of the full stature of Christ." Now indulge me one moment, because my name has something to say here. In Chinese character, Yong means to melt and Chi means wisdom. So my name, "Yongchi" carries the sense of melting everything down and turning it into wisdom. And I stand in a church called Foundry. A foundry, you know, is the place where metal is thrown into the fire, melted past all its old shapes, and poured into a mold to be made into something useful. Friends, I don't think that's an accident. This is what God is doing to us. We are melted down by the fire of the Holy Spirit. We are cleansed by the same burning coal that touched Isaiah's lips. And then we are molded — poured, shaped, set — and equipped. Equipped to be the ministers for the holy work of the kindom of God. That is what a foundry is for. Not to admire the fire, but to throw ourselves into the fire, and to be made into something that gets used. And what does the maker say when the tool is finally ready? He says: go. The last word of Jesus was not "stay," or “remember me”. It was "go into all the world." But hear me: I am not sending you off to some far mission field across an ocean. You are not being voluntold to fill a gap because the pastors are simply too busy. No. Go where you are supposed to go. Go to your home. Go to your family, Go to your friends. Go to your workplace on Monday morning. Go to your support group, because they need to see you and you need to see them — both of you still refusing to give up. Go but with your role redefined by the mission of God. Go and preach — with your words, with your life. Go visit someone who is frightened and alone. Go to your city – and serve not the anxious little kingdoms of status and fear — but serve your Lord. The One who first cleansed your unclean lips, and anointed them, and then turned to you and asked, "Whom shall I send?" So here is my invitation and what I am asking. Not a volunteer slip. Not a program. Not a signature. Something braver: I am going to ask you to name, out loud or with your body, where God has sent you. However you can — stand up if you're able, or raise your hand, or simply call it out from where you sit. Just a word. Just the name of the place your feet already carry the gospel. But before I give it, I need to say two things gently, because I know both are in this room. The first is for anyone who is visiting today, or still just getting to know Foundry. You may not have a ministry to name yet — you haven't plugged in anywhere, and that is completely fine. You do not have to stand, you do not have to prove you're ready, and no one is counting. Just be encouraged: God already calls you part of the body of Christ, exactly as you are this morning, before you've signed up for a single thing. And the second is for anyone for whom this next moment may feel like an altar call — because for some of you, an altar call is not a warm memory. Maybe you were called forward once by a church that used the moment to shame you, to pressure you, to tell you that you were not enough or did not belong. Maybe the church is the very place you were wounded. If that is you, I will not pretend the wound isn't real. But remember the body we are being built into — the resurrected Christ, who did not hide his scars but held them out: “put your finger here.” We are a body that carries its wounds without shame. Your wound from the church is not a disqualification; in the risen body it can become the very proof that you survived and still came back to God. You do not have to be unscarred to be sent. You only have to be here. So don't be shy. When the Spirit nudges you, name it — get on your feet, or lift your hand, or call it out from your seat. Prayer team. Stephen Ministry. ID Ministry. Welcome and greeting. Children's ministry. Family ministry. Discipleship Ministry. Small-group teaching. The LGBTQ+ community. Social and Racial Justice ministry. Music. The altar and worship. The board and the business of this church. Books to Prison. Hospitality. Whatever it is, whoever you are — don't keep it to yourself. Name it, because the body needs to see itself, and the body needs to hear its own members say, out loud: here am I. Because you are not a consumer of grace. You are a carrier of it. So make your song louder. Make your community visible. Make your story heard. Let your prayer be lifted. Be loud. Be joyful. Be courageous. Be bold. Be loved — and love God and love your neighbor — all of it for the glory of the God who has already called you a holy one, and who is asking you, right now, in this room: whom shall I send? And your answer? Here I am. Send me. We are the church. Now Here we are. Let's go. Amen.

The Peabody Memphis Opens a Luxury Hotel-Within-a-Hotel