10 Classic Roadside Motels That Got a Gorgeous Modern Glow-Up
10 Classic Roadside Motels That Got a Gorgeous Modern Glow-Up
courtesy of Skyview Los Alamos
https://www.fodors.com/world/north-america/usa/experiences/news/photos/best-classic-roadside-motels
Time to start planning an adventure!
It’s road trip season! Take on the highways and byways that make America such a beautiful country to traverse by car. And what better way to stop and enjoy the local landmarks than an overnight at a classic, vintage motel that’s been revamped and restored to feature contemporary amenities and a fresh aesthetic, while still preserving the property’s original down-to-earth sense of character and history? These 10 transformed motels across the U.S. pay homage to tradition while elevating today’s guest experience with modern design and enhanced contemporary creature comforts (in no particular order!).
PHOTO: DANIELLE SCOTT JENKINS
1 OF 10
Mellow Moon
WHERE: Del Norte, Colorado
The lovingly revived 15-room Mellow Moon Lodge feels like it’s been plucked straight out of a classic Western film with a touch of contemporary bohemian flair. It originally dates back to the 1940s and is perched on the edge of downtown Del Norte in southern Colorado’s San Luis Valley. The lodge can be a perfect home base for a day trip to Great Sand Dunes National Park, or as a pit stop along Highway 160, as it’s four hours south of Denver and three hours north of Santa Fe. Disconnect with the hustle and bustle of urban life and reconnect with inner peace, feeling totally taken care of amongst the lodge’s amenities, including a spectacular on-site coffee shop favored by travelers and locals alike, a mercantile curating local artisan goodies, and beds comfortable enough that you may want to just spend time enjoying a relaxing night in.
PHOTO: COURTESY OF SKYVIEW LOS ALAMOS
2 OF 10
Skyview Los Alamos
WHERE: Los Alamos, California
The historic Skyview Los Alamos dates back to the 1950s and overlooks the quaint, sprawling hillsides of the California Central Coast. Boasting 33 rooms, this boutique property is rumored to have hosted the likes of The Beatles and the Mamas and Papas in its heyday, and sits just off Highway 101, making it a great stop. The five-acre hilltop it sits on also features a working vineyard, lush gardens, and a vintage, revamped 50s-era pool to play. Guests will enjoy modern amenities, including flat-panel televisions, cozy down duvets, sleek leather club chairs, and marble-clad bathrooms with hand-painted tiles. Don’t miss visiting the full-service bar and restaurant, Norman, which serves a menu of regional wines and locally sourced farm fresh food. Those who seek to explore beyond the property’s boundaries can even use the Linus bikes – a nostalgic way to discover the area’s charms.
PHOTO: THREE STICKS PRODUCTION
3 OF 10
Best Bet Motor Lodge
WHERE: Reno, Nevada
Playfully blending its vintage 1950s road trip roots with a polished, design-forward contemporary feeling aesthetic, the Best Bet Motor Lodge in Reno, Nevada, is a 21-room property that feels like “classic motor lodge” meets “modern wellness retreat.” It’s located in Midtown and can be a great home base to explore the best attractions of America’s Biggest Little City. Don’t miss the property’s practically unparalleled on-site spa amenities with Reno Sauna Club, including both indoor and outdoor saunas (the outdoor sauna is situated in a fun and unique setting — a meticulously remodeled vintage trailer living on the hotel’s back patio!). Grab a can of beer or cocktail, and relax around the common space’s large firepit sitting directly under the original, restored neon sign — a tribute to the property’s historic motel days.
PHOTO: ERIC IVEY
4 OF 10
The Local
WHERE: St. Augustine, Florida
In St. Augustine, Florida, travelers can encounter one of the city’s most celebrated, retro stays — The Local. This thoughtfully restored and celebrated 20-room roadside motel embodies the idyllic, nostalgic qualities that someone likely conjures while imagining a classic, Florida road trip motel. The Local embraces its vintage roots while ushering guests into the future of comfort — with amenities such as contactless check-in and check-out, in-room refrigerators and microwaves, air conditioning, cable TV, a swimming pool, and fully non-smoking accommodations (details modern travelers may take for granted, but were very likely not a part of an overnight experience back in the motel’s original heyday!).
PHOTO: WASHINGTON'S EVERGREEN COAST
5 OF 10
The Salt Hotel & Pub
WHERE: Evergreen Coast, Washington
On Washington’s Long Beach Peninsula of the Evergreen Coast, become immersed in the authentic, eclectic spirit and lush natural beauty of the Pacific Northwest. The Salt Hotel & Pub dates back to the 1970s and has undergone several transformations over time, but maintains its sense of uniquely quirky character and family-friendly accommodations in the coastal town of Ilwaco. For decades, the motel served as a storied lodging and watering hole, catering mainly to fishermen. Keeping its rugged dockside flair while adding a sense of chic, boutique vibes to the sturdy bones of the property means that today, guests can enjoy its authentic, sustained personality, enhanced by new, relaxing amenities. The Salt Hotel & Pub leans into its original location, using its distinct “motor-court” layout, with updates like an on-site pub featuring local spirits and stunning water views overlooking the still-operating Ilwaco fisherman’s harbor.
PHOTO: JOHANNA ANDRUCHOVICI
6 OF 10
Hotel Lucine
WHERE: Galveston, Texas
On Galveston’s sunny beachfront, discover Hotel Lucine – a fully revitalized, 61-room boutique property that dates back to the 60s, but has been updated and upgraded to enhance its historic roots with modern motel allure. The luxurious pool and patio are ideal for soaking up the coastal sunshine, and the rooftop bar offers 180-degree Gulf views. Even though Hotel Lucine is technically considered a total renovation, many of the property’s original details of the low-slung, two-story structure’s mid-century spirit have been incorporated into celebrating its new life, ranging from the U-shaped courtyard to the classic white brick, bleached white oak, and native greenery. Aged bronze, antique mirrors and reeded glass add another element of timeless design and tradition to the mix, making Hotel Lucine one of the finest examples of the grandeur of the historic properties that represent a generation of mid-century beachfront motels in Galveston.
PHOTO: DESTINATION ROGERS
7 OF 10
The Arka Motel
WHERE: Rogers, Arkansas
Overlooking Beaver Lake in Rogers, Arkansas, is The Arka Motel — standing tall as a prime example of a successful modern yet reflective “motel revival” renovation. It earned its original fame on Dave and Jenny Marrs’ HGTV show, Fixer to Fabulous and was previously known as the well-loved, but very weathered “Beaver Lake Lodge” dating back to the 1960s. An $890,000 renovation traded the property’s detailed, dated fisherman-style interiors for a polished but classic contemporary aesthetic. Today, guests can enjoy the luxurious resort-style pool, adjacent private mountain bike trails, and high-tech amenities, including contactless check-in. Today, it’s been transformed from a beloved but unkempt relic to a modern favorite boutique lakeside vacation destination.
PHOTO: PATRICK CHIN
8 OF 10
Hotel Willa
WHERE: Taos, New Mexico
Sitting at what’s known as the gateway to Taos’ Downtown Historic District, Hotel Willa, a former 1960s motel-turned trendy bohemian desert arts escape, is a reimagining of a former art-forward retreat. This mystical motel has an aura that’s seemingly compelled by the inspiring energy of the nearby Couse pasture and Sangre de Cristo Mountains – evoking the spirit of creatives past and present. Then, and now, dreamy days feel influenced by a pull of free expression, a rich sense of culture, and inspiring desert landscapes. Soak in the seemingly endless wide blue skies and savor the unrivaled, comforting stillness that can only be felt in a place that’s as peaceful and spiritually connected as this storied Southwest escape.
PHOTO: HIGH COUNTRY MOTOR LODGE
9 OF 10
High Country Motor Lodge
WHERE: Flagstaff, Arizona
In the heart of Flagstaff, Arizona, travelers can discover High Country Motor Lodge, a modern mountain retreat that seamlessly blends the energy of an iconic 1960s retro motel with a contemporary lodge aesthetic, offering a casual, comfortable, yet elevated roadside escape along Flagstaff’s historic Route 66. Get some elevated sunshine at the expansive outdoor pool or oversized hot tub, or become immersed in the revelation within the two private saunas. Dine at the relaxed on-site eatery, The General Store, with its indoor/outdoor lounge space overlooking Mars Hill. Don’t miss the fully decked-out game room, or programming like movie nights on the lawn, live music events, or stargazing sessions. It’s never a dull moment at this property, which hasn’t let time dull its unique, yesteryear sparkle.
PHOTO: MADBUSH FALLS
10 OF 10
Madbush Falls
WHERE: Waitsfield, Vermont
Vermont’s Madbush Falls isn’t just a motel — it’s a quintessential connection to this community’s history. The property, which is situated right off Route 100, sat vacant for nearly two decades before a local business owner and passionate Vermonter purchased it in 2021 with the aim of bringing it back to (or even beyond) its original glory. With the help of his neighbors and the contribution of many unique trade skills, combined with an investment of time, energy, and a bit of cash. Today, Madbush is a beloved biking basecamp and lodge popular among outdoor adventure lovers of the Mad River Valley area and beyond. Explore the grounds’ direct access to a network of world-class mountain biking trails. But you don’t have to be a biking fanatic to enjoy this down-to-earth, upscale lodge. There are quite a few much-appreciated man-made amenities on-site, like outdoor saunas and a restaurant serving tasty, filling Vermont-inspired bites.
The wait for lower cost of debt continues for US hoteliers
Fed holds rates steady in light of higher inflation
Federal Reserve Chair Kevin Warsh speaks during his first news conference, announcing the Federal Open Market Committee voted to hold the federal funds rate steady. (Getty Images)
https://www.costar.com/article/1191517891/the-wait-for-lower-cost-of-debt-continues-for-us-hoteliers?
By Bryan Wroten
U.S. hotel owners hoping for a lowered cost of debt to appear on the horizon will have to wait even longer.
The Federal Open Markets Committee voted unanimously to hold the federal funds rate at 3.5% to 3.75%. In his first remarks as the new Federal Reserve chair, Kevin Warsh said that economic activity is expanding at a solid pace despite the elevated uncertainty due in part to the war with Iran. Productivity growth and capital investment are both strong, and U.S. job gains have kept pace with the workforce while the unemployment rate has changed little.
“We recognize that inflation has been running well ahead of the Fed’s long-stated inflation goal of 2%,” he said. “That’s been going on for more than five years. Persistently high prices are a burden for the American people, but the recent past need not be prologue."
The members of the FOMC are unambiguous and unanimous in their goal, Warsh said.
“This committee will deliver price stability,” he said.
Along with the announcement of the federal funds rate, the FOMC released its summary of economic projections, though Warsh declined to include his own. The median projections call for real gross domestic product to rise 2.2% this year and 2.3% next year. Total price consumer expenditure inflation will run at 3.6% this year and 2.3% in 2027. The unemployment rate will stand at about 4.3%.
“The median participant judges the appropriate federal funds rate to be at 3.8% at the end of this year and 3.6% at the end of next,” Warsh said.
The FOMC voted to hold rates steady in March and January after lowering them three times toward the end of 2025 for a total of 75 basis points.
The cost of debt
The Federal Reserve’s decision to hold rates steady means hotel owners will continue operating in a high-cost lending environment, Rahul Patel, chairman of the Asian American Hotel Owners Association, said in a statement. AAHOA members understand the need for economic stability, but they also know elevated interest rates make it harder to refinance debt, renovate their hotels, and plan for future growth.
Patel said he encourages Warsh to take a balanced approach to keep inflation in check while recognizing the challenges that small business owners face.
“The longer borrowing costs remain high, the longer growth stays out of reach for hotel owners who are ready to reinvest in their properties and the communities they serve,” he said.
AAHOA has nearly 20,000 members who own more than half of all hotels in the U.S., Patel said. Many are small business owners who depend on access to capital to renovate properties, expand their companies, and create local jobs.
“As the Fed signals that additional rate increases may still be ahead, we urge policymakers to weigh the cumulative toll that sustained high borrowing costs take on small businesses in capital-intensive industries like ours,” he said.
The Fed’s latest decision reinforces a reality that markets are finally starting to accept, said Greg Friedman, managing principal and CEO of Peachtree Group, via email. Policy rates may stay restrictive for longer than many investors hoped. Lower energy prices can help headline inflation, but the Fed is focused on the broader inflation backdrop, so it’s unlikely to move faster on lowering rates until it sees sustained progress.
“Rather than focusing on the timing of the next rate cut, investors should focus on building portfolios and investment strategies that can perform under current conditions,” Friedman said. “The winners in commercial real estate this cycle will be those who adapt to today's market realities, not those waiting for yesterday's conditions to return.”
A fourth consecutive hold, paired with a signal that a 25-basis-point increase is on the table later this year, tells investors that the elevated-rate regime isn't going away soon, said Joseph Yi, chief investment officer at Palette Hotels via email.
"When rates sit above recent historical norms, deals are harder to underwrite, and the transaction market stays tight," he said.
What goes underappreciated is the divergence between capital sources, he said. Equity is extraordinarily disciplined right now, but the debt markets are fiercely competitive, with private credit stepping in at elevated participation. The interest rate is still elevated, but with more competition, more lenders and traditional lenders are willing to provide higher leverage without expanding rate.
"Capital is available — it's the equity, not the financing, that's the gating factor today," he said.
Fed comments
During his opening statement, Warsh also announced the creation of five task forces to focus on separate areas of monetary policy. They will tackle Fed communications, balance sheet policy, the use and reliance on existing data sources, productivity and jobs in an era of transformation, and the Fed’s inflation frameworks.
When asked whether the task force on inflation framework would include a review of the Fed’s 2% inflation target, Warsh said that 2% has been the Fed’s long-standing objective.
“You've heard me say before, I tend to focus on the left of the decimal point,” he said. “Well, the two is to the left of the decimal point. For now, zero is to the right. I see no reason until we have reestablished our commitment and ability to deliver on the 2% inflation objective to revisit that, so that will be outside the scope of what we're taking on.”
The FOMC has dropped its forward guidance because members agreed it “was not well-suited to the current policy conjuncture,” Warsh said in his statement.
In response to questions, Warsh said the FOMC made the decision because some committee members felt providing it at this time didn’t feel right. Others think that, as a general proposition, that isn’t the role the FOMC should be in. Either way, that is something the task force on communications will address.
When asked about his views on inflation in the long term, the current drivers, and whether he has any concerns about underlying inflation pressures, Warsh said the committee provided the best answer.
“Inflation remains elevated relative to the committee's 2% goal, in part reflecting supply shocks that have driven price increases in certain sectors, including energy,” he said. “The paragraph goes on to say, but to be clear, the Fed will deliver price stability.
“My own judgment is the committee spent quite a bit of time, not just in two days, but over iterations of a couple of weeks. That's what we're prepared to say about inflation, but the commitment to deliver is strong, unanimous, and unambiguous, and that's, I think, an important message we've missed for five years, and we fix that.”
What it takes to become—and remain—an effective CEO
https://www.mckinsey.com/featured-insights/leadership/what-it-takes-to-become-and-remain-an-effective-ceo
Blair Epstein is a partner in McKinsey’s Bay Area office, where Carolyn Dewar is a senior partner; Julia McClatchy is a partner in the Philadelphia office; and Vik Malhotra is senior partner in the New York office. Lucia Rahilly is the global editorial director and deputy publisher of McKinsey Global Publishing and is based in the New York office, and Roberta Fusaro is an editorial director in the Boston office.
Between the first 90 days and the last, here’s how leaders can successfully manage people, products, processes, and themselves.
Long before someone takes the corner office, they need to build the skills and rapport that will help them thrive once they move in. That CEO journey is the focus of this episode of The McKinsey Podcast with McKinsey Partner Blair Epstein, Senior Partner Carolyn Dewar, Partner Julia McClatchy, and Senior Partner Vik Malhotra. They share their collective insights with Roberta Fusaro, McKinsey editorial director, about how CEOs should prepare for the role, navigate those critical early days, sustain personal and organizational performance, and continue to evolve their leadership styles.
The McKinsey Podcast is cohosted by Lucia Rahilly and Roberta Fusaro.
The following transcript has been edited for clarity and length.
Becoming CEO
Roberta Fusaro: Let’s start before day one—before the title, before the spotlight. What distinguishes leaders who actually make it to the CEO role? Here’s McKinsey Partner, Blair Epstein.
Blair Epstein: The people who end up in the CEO chair have done a few things really specifically. They’ve thought deeply about what’s required for the CEO role, and then with ruthless objectivity, they’ve held up the mirror on their own readiness. It takes real humility to be able to say, “I’m not perfect.”
Roberta Fusaro: That kind of self-awareness doesn’t happen overnight.
Blair Epstein: It allows them, over the course of years—not months, not weeks—to round out their profile and move closer and closer to readiness.
Roberta Fusaro: And even as they prepare for the next role, they can’t lose sight of their current one.
Blair Epstein: You cannot get lost in politics. You can’t stop delivering in the job that you’re in today. The folks who are ultimately successful are the ones who are able to hold those different paradoxes and deliver on both those time horizons.
You cannot get lost in politics.
Roberta Fusaro: And they stay laser-focused on what’s most important.
Blair Epstein: They are deeply connected to a purpose that is bigger than themselves. They aren’t looking to get the [top] job because they want to be the big boss, because they want to be in charge. They look at the CEO role because of the impact it can have.
Roberta Fusaro: That combination—self-awareness, performance, and purpose—sets the foundation. But even before they step into the role, great CEOs are already building habits that will matter later.
Blair Epstein: These leaders were really deliberate about getting feedback, having coaches, and finding their kitchen cabinet of truth tellers.
Roberta Fusaro: Building this support system is important for maintaining the leader’s humility and willingness to learn—both qualities that can help a CEO get off to a fast start. McKinsey Senior Partner Carolyn Dewar explains.
The first moves
Carolyn Dewar: Employees are looking for clues on who you are as a leader. The best CEOs really start not by just declaring “I have the answer” but by listening and tuning into the organization. In those early months, they will tell you things that they won’t tell you later. Here’s what’s working well, here’s what’s not. Here’s what we might have been afraid to tell your predecessor. You can learn so much about what the organization really thinks.
Roberta Fusaro: Beyond connecting with employees, CEOs also need to quickly establish a strong relationship with the board.
Carolyn Dewar: Suddenly, you have 12 bosses. How do you work with them? The goal is to have no surprises. You don’t want to surprise your board.
Roberta Fusaro: And as CEOs engage with the broader world, another capability becomes central.
Carolyn Dewar: You have to be the chief storyteller of the company.
Roberta Fusaro: That story needs to be clear—and consistent.
Carolyn Dewar: You can’t have a laundry list of 13 ideas; you need a short list of ideas.
You have to be the chief storyteller of the company.
Roberta Fusaro: And you need to repeat the story, so that you’re—
Carolyn Dewar: —saying the same thing over and over again.
Roberta Fusaro: But even CEOs who get off to a strong start face a different kind of challenge over time. Success itself can become a risk, according to McKinsey Senior Partner Vik Malhotra.
Vik Malhotra: Success breeds complacency, and complacency breeds failure.
Roberta Fusaro: The best CEOs avoid that trap by continuing to learn.
Vik Malhotra: They really do care about and build a learning culture for themselves and for the organization. ... We always want to be learning from our customers, from the external world, from other institutions.
Roberta Fusaro: They also challenge their own assumptions.
Vik Malhotra: They think like outsiders … if [another company] was to own them at this point, would they continue to do what they’re doing, or do it differently?
And just as we heard earlier, they gather people around them who will keep it real.
Vik Malhotra: They surround themselves with truth tellers. They look to people who are actually going to tell them honestly and quite openly what some of the gaps are going forward. So when you do some combination of all of that, you can avoid the sophomore slump.
Roberta Fusaro: Sustaining performance also means making difficult calls. In fact, nine out of ten of the CEOs Vik has talked to say their biggest regret is that they—
Vik Malhotra: —didn’t move fast enough on talent.
Roberta Fusaro: At the same time, leaders have to keep their organizations energized.
Great leaders find a way to renew their energy.
Vik Malhotra: Fatigue is a real thing. The organization wants a little breathing room, right? What many of the very best CEOs do is create a really bold next vision that people can get excited about and embrace, so that they can go beyond the vision.
Roberta Fusaro: And they pay attention to their own emotional state as well.
Vik Malhotra: Great leaders find a way to renew their energy. One of my favorite stories is about a somewhat introverted CEO who said, I’m happy to work 14 hours a day, but I can’t be around people 14 hours a day. So my assistant blocks two hours in the middle of the day for me so that I can renew and refresh myself, and I can go into the second half of the day with the right energy. They work a lot on energy management as a way to make sure that they’re out there with their best, authentic selves so that they can really make a difference in leading their organizations.
Taking a bow
Roberta Fusaro: Great leaders also recognize when it’s time to step down and pave the way for their successor. In fact, many CEOs don’t last long in the role, says McKinsey Partner Julia McClatchy.
Julia McClatchy: Thirty percent of all CEOs, at least within Fortune 500 companies, only last under three years.
Roberta Fusaro: So it’s critical to get leadership transitions right.
Julia McClatchy: You know, a trillion dollars of market value is erased every year from publicly traded companies through poorly managed CEO transitions.
Roberta Fusaro: That’s a big number, but maybe not so surprising when you consider how many CEOs feel unprepared for the role.
Julia McClatchy: Almost 70 percent of CEOs say that they were unprepared for the role. I think it just underscores why it’s so high stakes, because of the fragility of it, really. Even though it’s funny to say the word fragility when we’re talking about, you know, some of the most revered, some of the smartest, most experienced people in the world, but I think nobody’s prepared for the CEO role. And that’s a bit of the punchline.
Roberta Fusaro: Julia says there are two major ways to set up a CEO for success. First: early preparation.
Almost 70 percent of CEOs say that they were unprepared for the role.
Julia McClatchy: Making sure that the board is really aligned on the strategy-backed view of what the organization is going to need from its next CEO. And are we developing at least a slate of internal candidates using really personalized journeys to say, “OK, how are we helping them have the best chance of success?”
Roberta Fusaro: The second piece is paying attention to the two transitions happening simultaneously: the entering and exiting CEO.
Julia McClatchy: They dovetail one another. It’s a real careful orchestration—the transitioning, exiting CEO leaving in the best possible way and setting the stage because we know that about 30 percent of the new CEO’s success is predetermined by their predecessors.
Roberta Fusaro: And that transition is affected by whether the candidate is internal or external. Internal CEO candidates, of course, have the advantage of an impressive track record, varied experience at the company, and insider knowledge. The trick for the internal candidates is thinking like an outsider.
Julia McClatchy: The toughest thing is being really respectful to honor what has made the company so successful. And then also charting your own course, which is complicated when the outgoing CEO steps into the chair role, which is pretty common but also can be pretty tricky because part of the imperative for a new CEO is being able to say, here’s what’s going to remain the same, and here’s what I need to change.
Roberta Fusaro: Here, again, is where humility and a willingness to learn can pay off for both the exiting CEO and the new joiner.
Julia McClatchy: They recognize that they have not done everything perfectly, and they say proactively, let’s jointly talk about what I’ve done and what you’ve done, and let’s have that handover so that not only is it that I’m giving you this opportunity to have a clean break, but the whole organization and all of our stakeholders hear that that’s what’s happening.
Roberta Fusaro: For CEOs coming in from outside the organization, it actually might be easier to get candid feedback.
Julia McClatchy: So, there’s the idea that you should have a really well-designed listening tour that is used to leverage this unfreezing moment, which is inherent in the fact that a transition is occurring. So, the organization knows there’s going to be a change. They’re ready for change. And so how do you capitalize on that through your listening tour and ask questions that, frankly, an insider CEO couldn’t ask, like, “What are people not telling me that I need to hear?”
Roberta Fusaro: And of course, it’s important to honor the company’s legacy at the same time.
Julia McClatchy: You really need to be a student of the organization. It doesn’t mean you have to carry forward that legacy, but just appreciating it and showing that you care about learning.
Roberta Fusaro: Across all these stages, a few themes stand out: self-awareness, adaptability, and continuous learning. Becoming CEO isn’t a single moment; it’s a series of reinventions tackled with discipline, humility, and commitment. For more on the CEO journey, explore A CEO for All Seasons.
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