Minor debuting Anantara in the US
Minor debuting at Anantara in the US
The Anantara Miami Resort & Residences, which is scheduled to open in 2030, will feature a 120-key resort and 100 branded residences.
https://www.hotelinvestmenttoday.com/Development/Brands/Minor-debuting-Anantara-in-the-US?
MIAMI — Minor Hotels is partnering with Miami-based One Thousand Group to introduce the Anantara brand to the U.S. with the Anantara Miami Resort & Residences in the red-hot hospitality market in Miami.
The 50-story tower in Biscayne Bay, which will be located at the convergence of Miami’s Edgewater, Design District, and Wynwood neighborhoods, is expected to open in 2030. It will feature a 120-key resort, 100 branded residences, as well as Anantara’s signature wellness amenities.
“True luxury is time, the freedom to pause, to explore, and to experience the world more deeply. Miami is the perfect location for the debut of our luxury Anantara brand into the U.S., and we are excited to partner with One Thousand Group to bring this vision to reality,” said William Heinecke, founder and chairman of Minor International.
The development is being designed by New York City-based Kohn Pedersen Fox (KPF), the firm behind some of the world’s most renowned and transformative skyscrapers, including One Vanderbilt in New York, in collaboration with Hollywood, Florida-based ODP Architecture & Design, with interiors by Patricia Urquiola, marking her first residential project in the United States.
.jpg?tr=w-1024%2Cfo-auto)
The Anantara Miami Resort & Residences is scheduled to open in 2030. (Gladstone Immersive)
“Anantara Miami Resort & Residences introduces something entirely new to the U.S. It’s not just another branded residence, but a fully realized concept that blends hospitality, private ownership, and longevity into one unified experience,” said Kevin Venger, co-founder of One Thousand Group.
One Thousand Group’s other luxury residential project in Miami includes One Thousand Museum, the final residential tower designed by Zaha Hadid and Villa Miami.
“Our approach has always been to anticipate where the market is going and develop buildings that don’t yet exist in Miami,” said Michael Konig, co-founder of One Thousand Group. “With Anantara, we saw an opportunity to bring a globally respected brand into a market that is ready for something more meaningful and experience-driven.”
The tower will incorporate features such as a private rooftop helipad, enabling access to destinations including the Florida Keys, Palm Beach, and the Bahamas, alongside a curated range of hospitality-led experiences.
“We are focused on delivering our signature experiences and amenities, while seamlessly incorporating the authentic offerings of the brands we partner with,” said Louis Birdman, co-founder of One Thousand Group. “The result is a development that feels both uniquely ours and true to the brand’s heritage.”
The Anantara Miami Resort & Residences is the latest luxury-branded residential project to be announced in South Florida's bustling hotel market.
Sales for the property are anticipated to launch later this year, with One Sotheby’s International Realty appointed as the exclusive sales partner.
Accor's Middle East hotel performance shows the impact of the war in Iran
French hospitality company notes that UAE schools have reopened and Middle East flights have increased
Among Accor’s portfolio in the United Arab Emirates is the 594-room Sofitel Dubai The Obelisk. (Accor)
https://www.costar.com/article/1717365503/accors-middle-east-hotel-performance-shows-impact-of-war-in-iran?
French hotel firm Accor is navigating the effects of the continuing war in Iran as it moves forward with broader company goals.
Accor's hotels in the Middle East started to see impacts to their business beginning in mid-March, Group CFO Martine Gerow said on the company's first-quarter earnings call. Despite that disruption, Accor's overall hotel revenue per available room and net unit growth was strong in the first quarter.
Accor’s global occupancy increased in the period by 1% to 61.5%, its average daily rate increased 3.4% to €112 ($131), and its revenue per available room increased 5.1% to €69.
However, RevPAR fell 9% in the United Arab Emirates, which makes up 27% of Accor's hotel room count in the Middle East and Africa.
“The conflict in the Middle East, which began at the end of February, has since severely disrupted the macroeconomic and geopolitical context. Activity in the Middle East, primarily in the United Arab Emirates, has been strongly impacted,” Accor's earnings release said.
Overall, the Middle East accounted for 8% of Accor’s room portfolio at the end of December 2025 and 12% of its 2025 room revenue. The UAE makes up 3% of Accor's global network.
While Gerow said Accor expects continued declines in the region in April, some positives do exist. Schools have reopened in the UAE, and “air traffic is also increasing in the GCC.” Performance in Egypt and Saudi Arabia is holding up as well, she added.
Accor's other global regions are shoring up the company's performance, she said. For example, that decline in the UAE was canceled out by a 9.1% RevPAR increase across Accor's U.S. premium, midscale, and economy divisions.
Gerow said there don't appear to be any “cracks in demand” in future bookings outside of the Middle East, and a pickup in demand in the Mediterranean and North Africa is occurring.
Accor’s global revenue on a constant-currency basis rose 2.3% year over year to €1.31 billion, Gerow said, although if calculated in “reported change,” that metric shows a 2.7% decline.
On the development front, Accor's “pipeline continues to grow at a healthy double-digit pace, up 10.3% (year-on-year) in the first quarter … and that is consistent with our goal of accelerating toward the higher end of our 3% to 5% midterm guidance,” Gerow said.
Two other points of interest came up on the earnings call. First, Accor launched another tranche of share buybacks, this time with a value of €250 million. Second, Gerow addressed Accor's April 1 memorandum of understanding with Essendi and Blackstone to divest its hotel assets — a 30.56% stake — for “up to €975 million. that ”
She added Accor is confident it will complete that deal within the second quarter. Accor will receive €675 million upon closing and an earn-out of up to €300 million.
As of press time, Accor’s stock was trading on the Euronext Stock Exchange at €42.82 per share, a decrease of 0.9% year to date. Euronext was up 2.25% over the same period.
How to build businesses faster and better with AI
https://www.mckinsey.com/capabilities/business-building/our-insights/how-to-build-businesses-faster-and-better-with-ai
Chris Smith is a partner in McKinsey’s Southern California office; Daniel Aminetzah is a senior partner in the New York office; Fabian Metzeler is a partner in the Düsseldorf office; Jason Bello is a senior partner in the Washington, DC, office; Paul Jenkins is a senior partner in the Oslo office; Alexander Ringler is an associate partner in the Munich office; and Melanie Krawina is an associate partner in the Vienna office.
Artificial intelligence is rewriting the rules of creating corporate ventures. Here is a strategic playbook for business leaders ready to seize a defining growth opportunity.
Imagine a world in which billion-dollar companies are built by teams of fewer than a dozen people—or even by a single founder. What once seemed like science fiction is now becoming reality as artificial intelligence emerges as the new operating system of venture building.
This is not a marginal improvement or an efficiency gain. It is a fundamental rewiring of how businesses are conceived, built, and scaled. Just as the shift from mainframes to personal computers transformed knowledge work and the internet reshaped commerce and communication, AI is resetting the assumptions that have governed business building for decades. The constraints that once defined business creation—team size, capital requirements, and time to market—are being rapidly rewritten.
AI creates value for venture builders along three dimensions: It improves innovation cycles, enabling teams to generate, test, and validate more—and often better—ideas faster than ever before; it transforms productivity, allowing small teams to achieve what once required entire departments; and it accelerates velocity, shortening the time from concept to minimum viable product and reducing the capital required to reach market. Together, these gains make ventures that once appeared too risky or too costly increasingly viable.
For leaders, the question is no longer whether AI matters for business building but how to apply it in ways that deliver sustained performance. Those who treat AI as an add-on will capture incremental benefits at best. Those who rewire business building around AI as a foundational capability—with human expertise at the center—will pursue more ideas, validate them faster, and scale winners earlier, often with fundamentally different economics.
This article offers a practical playbook for leaders seeking to capture this opportunity. It begins with the evidence for AI’s impact on venture economics, explains how AI creates value across the venture life cycle, and then lays out three strategic shifts that distinguish high-performing AI-first ventures. For executives ready to act, it closes with concrete steps to begin rewiring venture building around AI as the new operating system.
The case for AI-first venture building
Even amid economic uncertainty, corporate venture building remains a top strategic priority. In McKinsey’s 2025 new-business building survey, 43 percent of leaders reported increasing their focus on venture building over the previous 12 months. At the same time, expectations have sharpened. With capital under greater scrutiny, leaders are under pressure to demonstrate returns more quickly and with greater capital efficiency.
That pressure is reshaping how companies approach business building. Performance expectations are rising, along with the need to improve the underlying economics of venture creation—reducing time to validation, accelerating time to revenue, and increasing output per dollar and per employee.
Recent results suggest significant progress. In 2025, 61 percent of corporate ventures generated more than $10 million in revenue, up from 45 percent in 2023. Our business-building survey found that the time required for new businesses to reach those revenue levels fell from 38 months in 2023 to 31 months in 2025. Among ventures that have already broken even, 61 percent did so within two years.
Artificial intelligence is a core driver of this performance shift. A McKinsey review of hundreds of ventures founded between 2018 and 2024 suggests that ventures launched in the AI era (2023–24) are achieving higher output with faster timelines, on both a per-person and per-dollar basis. While not every recent venture is AI native, the increasingly widespread use of AI appears to be materially compressing venture timelines and raising productivity.
Other researchers have reached similar conclusions. In a recent survey by early-stage venture capital firm Antler, 93 percent of companies reported that AI accelerated execution, with nearly half citing speed increases of up to fivefold.
AI is reshaping venture building not as a peripheral tool but as a practical driver of performance. When embedded in how ventures are designed and operated, AI creates value along three dimensions that matter most for venture economics: the breadth and quality of ideas that can be explored, the speed at which ventures move from concept to market, and the productivity that small teams can achieve.
Below, we explore each of these dimensions in depth.
Innovation and creativity
AI can act as a creative amplifier, expanding both the range and quality of ideas ventures can explore. By enabling rapid generation, testing, and refinement of concepts, AI supports divergent thinking at scale while preserving fast feedback loops critical to early-stage venture building.
McKinsey’s Beacon platform, which helps teams generate, test, and launch new ventures, illustrates this dynamic. The platform—which uses agentic AI to develop and refine venture ideas based on proprietary market data, third-party data sets, and client data—has been used by hundreds of teams to develop new ventures. What once required weeks of structured workshops can now be accomplished in hours, allowing teams to surface, refine, and prioritize high-potential venture opportunities much earlier in the process.
For example, rather than relying on sequential interviews, agentic AI can test concepts simultaneously through agent-led calls, synthesize insights, and translate them into synthetic customer personas for continuous testing. These personas—built from interview transcripts, sales call notes, and product usage data—function as an always-available voice of the customer, enabling teams to pressure-test new ideas and messaging without relying solely on individual interviews.
This approach doesn’t replace customer research and has its own problems (including a bias toward positivity), but it can serve as a useful companion for real-time input. AI can also help accelerate the validation of value propositions by generating, launching, and evaluating multiple variants through rapid digital marketing experiments—for example, by designing taglines and visual combinations, running them as mini-campaigns across channels, and comparing click-through rates before committing to a larger budget.
The result is not creativity for its own sake but better venture outcomes: more ideas explored, earlier and more reliable signals on customer demand, and a higher likelihood that scarce resources flow toward the most promising opportunities.
Venture velocity
Once an idea has been created and validated, AI materially shortens build and launch cycles by automating knowledge-intensive tasks—design, coding, and go-to-market execution—that once took weeks or months. This allows ventures to move from concept to minimum viable product faster and iterate in near real time as market feedback emerges.
A wealth management venture, for example, doubled delivery velocity for its first minimum viable product by implementing an agentic AI factory—a platform that builds, hosts, and deploys multiple AI agents across each stage of the software development cycle, from requirements and architecture through coding and testing, with human engineers supervising and intervening at critical decision points. The approach streamlined the full development cycle while preserving the engineering judgment that AI alone cannot replicate.
By collapsing build and go-to-market timelines, AI helps accelerate learning cycles and enables ventures to reach market signals earlier, making speed itself a source of competitive advantage.
Productivity transformation
Beyond speed, AI fundamentally changes how much output a small venture team can generate. By shifting from human employees supported by tools to hybrid human–agent teams, ventures can refocus scarce talent on judgment, decision-making, and relationship building rather than manual execution.
In a B2B sales application, a technology venture deployed a sales-collateral agent to augment its account teams. Grounded in solution expertise, customer intelligence, and best practices, the agent generated tailored value propositions, storylines, and run sheets for customer meetings. With the final review remaining with human sellers, teams became at least 1.5 times more productive by focusing on refinement and client interaction rather than content creation.
A construction company had a similar experience when it launched a new software venture. The company had long relied on manual outbound lead generation. Sales teams identified prospects, researched accounts, prioritized targets, and drafted personalized outreach messages by hand. This limited the number of leads they could pursue and slowed early traction. Introducing agentic AI to automate these upper-funnel tasks boosted outreach volume by 25-fold; click-through rates more than doubled compared with the previous human-only process.
For venture builders, these productivity gains compound quickly. Higher output per person allows teams to stay small for longer, reduces coordination overhead, and improves capital efficiency without slowing progress.
Taken together, gains in creativity, speed, and productivity reinforce one another. Ventures can explore more ideas, reach market signals earlier, fail faster at lower cost, and scale winners with fewer resources. This compounding effect explains why AI, when applied pragmatically, is becoming central to improved venture economics. But capturing these gains requires more than adopting AI tools or deploying isolated use cases. It requires deliberate changes in how ventures are set up, equipped, and led.
How to shift your ventures to operate with AI
Based on what distinguishes high-performing AI-first ventures in practice, three shifts stand out as essential to translating AI’s potential into sustained performance.
Reset performance expectations: From incremental gains to step changes
Leaders can—indeed, should—set materially higher expectations for what venture teams deliver. AI has radically lowered the cost of creating, testing, and refining new businesses. At the same time, lower barriers to entry have intensified competition, making speed and scale decisive sources of advantage.
Incremental productivity improvements are no longer sufficient. In many cases, aspiring to double productivity in venture output is no longer unrealistic. Small teams are increasingly expected to deliver outcomes that once required far larger organizations.
This ambition should apply across the entire venture rather than be isolated to individual functions or use cases. AI delivers its full impact only when embedded end to end—from product development and customer discovery to go-to-market, operations, and finance—and when every role is designed to work alongside agents rather than around them. In practice, this means redesigning everyday workflows so that humans orchestrate, supervise, and intervene while agents execute research, analysis, and coordination. When expectations are raised uniformly, gains compound: faster validation enables quicker iteration, which in turn accelerates the scaling of what works.
Crucially, the goal is not simply to do the same things faster. AI enables a more fundamental shift: It moves critical learning earlier in the venture life cycle, front-loading customer validation, product iteration, and market-signal detection before large capital commitments are made. The ventures that capture the most value from AI are not those that merely automate existing processes; they are those that use AI to ask better questions earlier, fail faster on weak ideas, and concentrate resources on opportunities with genuine product–market fit.
It’s also crucial to understand that a lower cost per experiment is not an argument for cutting venture budgets. Instead, it is an argument for running more experiments. McKinsey research confirms the payoff: 67 percent of companies that prioritize business building outgrow the market, and each dollar of new-venture revenue creates roughly twice the enterprise value of a dollar generated in the core business. With AI lowering the cost of experimentation, companies can place more small bets, exit weak ideas earlier, and concentrate capital and talent on the few that break out.
Build the AI backbone: A new operating layer for ventures
Ring-fencing has long been a cornerstone of successful venture building—protecting new businesses from corporate bureaucracy, slow decision-making, and risk aversion so they can move at start-up speed. That principle still holds. In an AI-first context, however, ring-fencing alone is no longer sufficient. Ventures today must be both protected and supercharged: They need not only operating autonomy but also a technology foundation that allows human–agent teams to work at full speed from day one.
Providing those capabilities is the responsibility of the corporate venture leader, working in close partnership with the chief technology officer or chief information officer. Speed without structure, after all, creates fragility, and structure without speed creates bureaucracy. This requires tech and business leaders to provide the foundation that enables both.
At the center of this foundation is data—that of both the venture and the enterprise. Ventures generate real-time signals from customer interactions, operations, and product usage, while corporates contribute institutional depth through historical benchmarks, proprietary research, and market knowledge. Together, this data must be structured and governed so it can be reliably used at scale.
In addition to data, the parent plays a critical role in ensuring that core AI capabilities are easily accessible and continuously adaptable. This includes a shared business context so humans and AI systems operate from consistent definitions; strong analytics and model governance so insights are trustworthy and embedded in day-to-day decisions; controlled agentic and workflow layers so AI systems can act in secure, auditable ways; and shared platforms, governance standards, and specialized AI talent that can be deployed across ventures. When this foundation is in place, ventures do not rebuild infrastructure or reconcile conflicting metrics. Teams focus on product, customers, and growth while operating on an enterprise-grade base that preserves quality, security, and regulatory standards.
Done well, this becomes a strategic advantage. A CEO can see in near real time which products, customers, or investments are driving performance. The combination of the venture’s own data and the parent’s institutional knowledge provides a durable competitive edge. Each additional venture strengthens the shared foundation, lowering the marginal cost of innovation and increasing the speed of subsequent launches.
Design AI-first teams: Encode the expertise of your top performers
AI-first venture building makes it possible for a handful of the right people to achieve what once required entire departments. It also raises the stakes. Because AI amplifies the impact of human decisions, talent choices matter more than ever. Below, we list three ways that leaders can create this new generation of AI-first venture-building teams.
Scale expertise through ‘agentification.’ The core shift is not simply combining domain experts with AI talent but deliberately scaling expertise by turning it into a hybrid human–agent capability. Through agentic systems, tacit knowledge embedded in documents, processes, and experienced individuals can be extracted, structured, and reused. This agentification of expertise allows ventures to multiply the impact of their best people rather than rely on linear headcount growth.
Bridge business and tech. AI-first ventures don’t treat agent development solely as a technology initiative. They treat it as a joint effort between business and tech leaders to translate real-world expertise into AI agents. Business leaders bring a deep understanding of where value is created, how decisions are made, and what distinguishes top performers. Technology teams bring the ability to translate that judgment into systems that operate reliably at scale. Neither can do it alone. Companies that get this right create tight collaboration between the two so that the logic behind how work actually gets done is deliberately designed, codified, and embedded into AI-driven workflows. The result is not just automation, but the systematic extension of business expertise.
One way this can happen is by embedding a go-to-market engineer within a venture’s sales team, working alongside top sellers to understand how they research accounts, shape value propositions, prioritize leads, and handle objections. Together with engineers, that knowledge is then translated into structured prompts, automated workflows, and AI agents that perform much of the preparation work. Over time, tasks such as account research, first-draft proposals, and pipeline prioritization are handled by AI systems built on the team’s own best practices. Salespeople can then shift their focus to judgment, relationship building, and closing, allowing the venture to increase output and consistency without increasing headcount.
Create flywheels of amplified expertise. The business impact of this approach can be significant. A global manufacturing company applied this model when launching a new digital marketplace. The company paired a senior executive with an AI engineering team and made it their joint mandate to capture and scale the executive’s expertise. Together, they mapped how pricing decisions were made, suppliers were evaluated, and target customers were identified. This logic was then translated into AI/machine learning models and AI-supported workflows embedded directly into the platform. As a result, decisions that once depended on the judgment and availability of a single leader could now be executed consistently and at scale. The venture did not just benefit from the executive’s experience; it multiplied it across the business. In the meantime, as the platform scales, usage data and transaction patterns feed back into the models, progressively improving the accuracy of pricing, supplier selection, and customer targeting—creating a flywheel in which the venture becomes smarter with each additional interaction.
The AI-first future demands a call to action for venture builders. The operating system of venture building has changed. Leaders who move decisively on all three fronts—resetting performance expectations to demand step-change results, building the AI backbone that allows hybrid human–agent teams to operate from day one, and designing teams to encode and multiply expertise through AI—will capture disproportionate value. Those who treat AI as an add-on or delay action will find themselves competing against ventures that operate on fundamentally different economics. The time to act is now.
Robust March, America250 point to DC recovery
Executives say despite setbacks last year and tough comps in January, signs are showing a brighter 2026 for Washington, D.C.
https://www.hotelinvestmenttoday.com/Regions/North-America/Robust-March-America250-point-to-DC-recovery?
By Dennis Nessler
WASHINGTON, D.C. — Demonstrating its resiliency as a top 25 market, Washington, D.C., is gearing up for a robust second half of 2026, driven by increased government business and the upcoming Semiquincentennial, a celebration marking America’s 250th anniversary.
Impacted over the past year by the government shutdown and fewer inbound international tourists, as well as difficult comparisons to 2025 because of the presidential inauguration, the market's performance lagged a bit in January and February. However, that trend has reversed course of late with positive results in March and more increases expected as the year progresses.
In March, RevPAR in D.C. was up some 7.5% year-over-year, according to STR. Meanwhile, March occupancy increased 4.9% to 73.9 %, while ADR climbed 2.5% to $206.74.
In addition, the hotel development pipeline in Washington, D.C., represents over 13,000 hotel rooms under construction, in final planning, or proposed as of mid-2025. This includes new construction, conversions and renovations, according to STR.
Mark Laport, president and CEO of Concord Hospitality, which operates several major-branded properties in the D.C. area, is decidedly bullish on the market.
“What's really the headline here is that government business versus a year ago is on the increase. A year ago, the government shutdown was announced and there was an immediate and enduring dislocation to this market, in particular. It really got hit on the chin, so it’s great to see it come back,” he said.
As an example, Laport noted that the company’s Canopy Washington, D.C. hotel last year in March did about 200 room nights of government business, and this March the property increased that number by roughly 300%.
“Business transient is coming back as well,” Laport said, further adding, “it’s still a tough market to drive rate, but volume is growing.”
Didio Pequeno, director of hospitality market analytics at CoStar Group, noted that while the data in January and February was not particularly good, a deeper dive into the numbers is needed.
“It looks a lot worse than it actually is, and that’s because this time last year we had the inauguration. The inauguration boosted numbers, especially in the first half of the year, so it's going to be difficult to make year-to-date comparisons. February was actually a decent month in Washington, D.C. as RevPAR grew 2.8%. That's a really good sign. I don’t know if anyone was really expecting hotel performance to significantly improve this year,” he said.
Concord also operates the Motto by Hilton Washington DC City Center hotel.
Events could drive growth
Pequeno further reinforced the potential impact of some of the planned events.
“What gives the city optimism, and what I've heard over the last couple of weeks is everything around America250. Washington, D.C., is going to host a number of events. There's going to be a [Freedom 250] Grand Prix on July 4th and now the UFC is doing an event as well. So they're expecting a pretty strong summer,” he said.
Laport, who flatly insisted “we’re going to have a good April,” also added he expects a lift from the celebration this summer and America250.
“We're expecting that to be very positive… In fact, one of our hotels has already sold out because of that so there are bits of good news year-over-year for sure,” he said.
Tim Muir, chief development officer at TPG Hotels & Resorts, which operates both branded hotels and independents within the market under its Intera Collection, also expects a boost from the events while noting the busy season is approaching.
“May through October are very strong months for D.C. with conventions, conferences and tourism. The U.S. celebrating 250 years is going to be a big thing,” he noted.
In fact, the Convention Center is expected to generate more than 470,000 hotel room nights in 2026. According to Pequeno, “the number of city-wide events is on pace with what was happening last year, which is a great sign.”
Meanwhile, executives note that certain submarkets continue to attract investor interest. Concord Hospitality’s portfolio includes the Hyatt House Washington DC/The Wharf. Laport touted the area, a mile-long, mixed-use development on the Southwest Waterfront in Washington, D.C., along the Potomac River.
“The Wharf area has kind of become the submarket because there are so many entertainment options and it's safe, new and easy to get to,” he said.
Joe Bojanowski, president of PM Hotel Group, which operates many hotels in the region, maintained that select submarkets have outperformed the rest of the market, such as the area near baseball’s Washington Nationals stadium.
Joe Bojanowski
“The ballpark district has done pretty well, and it’s a little different down there. It’s a little more vibrant, and the amenities are a little bit deeper. There continues to be large development down there in terms of residential and retail and all the things that draw people in,” he said.
Bojanowski also singled out NoMa, which stands for ‘North of Massachusetts Avenue,’ a rapidly developed, transit-oriented neighborhood located just north of Union Station.
“NOMA continues to be a market that's attracting young people, workers, and it’s within walking distance of the Capitol. There are some government agencies over there as well, and some entertainment and radio stations, which create demand,” he said.
Finally, the executives collectively looked ahead and offered longer-term perspectives on the market.
“I love the market; it's one of the few markets in the U.S. that really has everything. It has government, health care, Fortune 500 companies, and universities and hospitals,” said Muir.
Laport, for his part, predicted, “We see it as coming back and 2027 being strong.”
“Washington, D.C. has always been a resilient market; it's always been a market that performed better than the U.S. as a whole. It was always a little better positioned, with the federal government serving as a hedge against some of the cycles we see. The year 2020 is a good example, and even back to the Great Financial Crisis. I think this market will make its way back, and it will continue to be a good market,” concluded Bojanowski.
DUHC&S | Strategic Hospitality Consulting & Advisory
We transform hospitality and tourism businesses through strategic solutions, operational efficiency, and comprehensive renovation. With over 40 years of experience working with brands like Hilton, Hyatt, Sheraton, and Sonesta, we enhance asset value and profitability through:
*Operational excellence and brand standards (GSI +90%)
*Market penetration and commercial strategies
*Key partnerships and disruptive innovation
*Hotel openings and repositioning
Proven results :
✅ 48% GOP |
✅ +120% asset valuation growth
✅ Successful projects across 6 Latin American countries
🔹 Let's connect :
📩 Email: diurugeles@gmail.com
🎥 YouTube:https://www.youtube.com/@DUHCS
Instagram: https://www.instagram.com/diur_2000/
https://viajes-noticias-duhospitality.blogspot.com
https://viajes-duhospitality.blogspot.com
https://travel-duhospitality.blogspot.com
Disclaimer
DUHC&S shares this information for educational and informational purposes only. The news articles reproduced here are sourced from public and recognized media outlets. We are not the original authors of this content but rather distributors of it. All credits go to the original sources cited in each article. If you are the legitimate owner of any material and wish to have it modified or removed, please contact us immediately at diurugeles@gmail.com, and we will address your request promptly.
Comments
Post a Comment