Jason Raimondi
Managing Director, Orlando
Jason Raimondi has a notable 25-year career in the hospitality industry, characterised by committed leadership roles and exemplary expertise in hotel operations and learning and development.
Bio
Jason has gained extensive experience in a variety of environments, including large resorts, luxury hotels, high-profile theme parks and fine dining establishments. His expertise spans a number of areas, which include guest services, front office management, resort operations, rooms division, food and beverage, learning and development, and human resources.
Jason began his career in hospitality in 1995 at the Walt Disney World Resort through the Disney College Program. This experience fostered a passion for the industry that led him to pursue significant roles at renowned companies such as Loews Hotels, Hilton Hotels & Resorts, InterContinental Hotels Group, and a Luxury Service Organization. In these esteemed roles, he spearheaded comprehensive training operations, led various hotel departments, and travelled globally as an auditor, service professional, trainer, and consultant.
In 2019, he established JOR Hospitality Solutions, a luxury hospitality consulting firm with a focus on leadership development, hospitality consulting, and executive training. Through this venture, he provided invaluable support, consultative insights, and solution-based principles to hotel and resort partners worldwide. Additionally, Jason has played a key role in numerous hotel openings and has initiated global training programmes that have educated thousands on leadership, onboarding, and train-the-trainer methodologies. He is renowned for his engaging content creation and dynamic delivery, and has made a significant impact in the field of learning and development.
Jason holds a Master's Degree in Management and Leadership from Webster University.
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Expert insights
Washington DC
This is just one of the 110 markets that we cover in our MarketCompass Lodging Reports, the most comprehensive overview in the industry. The MarketCompass Lodging Report Washington-Arlington-Alexandria is a critical region in the U.S. economy, driven largely by federal government activities. The region benefits from having one of the most educated workforces in the country, with high-income levels that support a stable consumer market. Federal employment provides job security and substantial wages, which in turn bolster demand for hospitality services from both government employees and contractors. However, the region’s dependence on government jobs limits growth potential in the private sector, especially in tourism-related industries.

Atlanta Hotel Market Update, Feb 2023
Atlanta’s hotel market continues growing, keeping up with the national trend. While there is 1.9% room supply growth in the US market, the 11.0% growth in demand has greatly boosted the occupancy and ADR on a national basis, with annual growth rates of 8.9% and 19.1%, respectively. The positive trend also arrived in Atlanta, which showed an 8.4% growth in occupancy and 18.0% growth in ADR, only slightly behind the national data for the year 2022. Transients serve as the major revenue stream, while better revenue management could drive up performance. For the Atlanta market, transient customers have made up 60.5% of the demand in the market. The ADR for transient customers is $196.93, which serves as a major source of revenue for hotels. Group customers take up 32.7% of demand at $185.42. The rest of the demand is contributed by contract customers, who pay at a discount of $97.70.

Traveling with Intention
In recent years, the concept of “traveling with intention” has gained momentum, reflecting a shift in traveller expectations and behaviours towards more meaningful and impactful experiences.
Hotel Management Agreements: Creating a ‘win-win’ relationship
While the future cannot be perfectly predicted, protectants can be put into place that provides the option of a favorable choice of action. The COVID-19 pandemic has put additional pressure on hotel owners and operators, which in turn has resulted in disunity during a critical period. It is times like these, that owners and operators find the terms of their Hotel Management Agreement (HMA), which they had made clear sense at the time, did not stand the test of time. Why is it essential for the HMA to be a win-win? Some may call it a ‘rude awakening’, but perhaps it is more ‘trial by fire’ of the management agreement. In this report, we first discuss the importance of a ‘win-win’ HMA and why it matters. Then the pressure points of an HMA that are often highly contended such as the term, fees, centralized services, performance test, and the language found throughout most agreements. Finally, we conclude with guidance for hotel owners on the best methods to achieve a win-win HMA.

The Caribbean Resort Product
The last recession, coupled with the maturation of the social web, has led to new purchasing behaviors and disruption in the travel industry. While the hospitality sector is often perceived as slow to adapt to change, how resorts respond to shifting consumer preference will determine their viability. In this latest report, we look at how the Caribbean resort product is evolving to stay relevant in an increasingly global tourism market.