The post COVID recovery did more than repair the U.S. hotel industry – it reshaped where value is being created and who is best positioned to capture it. Nowhere is that clearer than in the Sunbelt and its collar markets, where demographic shifts, corporate relocations and “year round leisure” have combined to produce outsized and often resilient hotel performance.

Independent hotel management companies are experiencing a period of accelerated growth across the Caribbean and Latin America (CALA), including Mexico. What was once a fragmented landscape of small, entrepreneurial operators is evolving into a dynamic ecosystem of increasingly sophisticated regional platforms — and capital providers are taking notice. For owners, investors, and lenders, the trend is not simply about operational preference. It reflects deeper structural forces reshaping the region’s hospitality sector: the need for local expertise, the pursuit of scale, the rapid modernization of technology and processes, and the growing demand for transparency, professionalism, and liquidity. Together, these drivers are creating a compelling case for independent operators as credible, aligned, and value‑enhancing partners for capital.

In 2026, the world will turn its eyes toward North America. For a month, the FIFA World Cup will become more than a global sporting competition – it will be a defining measure of how cities, nations, and industries craft human experience at scale.

In the world of finance projects – where accuracy, compliance and tight budgets are nonnegotiable – scope creep can easily turn a well-defined engagement into a resource drain. When scope creep happens, project requirements begin to expand beyond the original agreement, often through a series of small, incremental changes that were not formally approved.

How universities can use hospitality discipline to strengthen enrollment, revenue, and long-term resilience A university campus is one of the most complex real estate products in most markets. It is a learning environment, an employer, a cultural institution, a civic landmark, a landlord, a transportation network, a public realm, and in many towns, the closest thing to a year-round destination resort. Yet most universities still manage the campus experience as a set of separate functions rather than as a single, intentional “arrival-to-departure” journey.

The final work week of the year has a distinct rhythm. Calendars thin out, inboxes slow just enough to create breathing room, and the urgency that defined much of the year gives way to reflection. It is one of the few moments when the lodging industry can step back from daily execution, absorb what has actually unfolded, and consider what the approach of a new year may hold.

The landscape of business travel and vacations would look very different today were it not for hotel franchising. This model of operating hotels dominates the lodging industry (70% – 80% of hotels are franchised) and has allowed for its rapid expansion and diversification.

The decision arrived quietly, as these things often do. The appeals board released its written findings early on a Friday morning, and shortly afterward, a message came from litigation counsel: “They pretty much rubber-stamped our proposed findings.” Another email followed minutes later: “We got every dollar. Assessment dropped from about 195 million to 156 million. Nearly 40 million off the roll.”

Luxury travel is evolving, and the traditional divide between five-star hotels and private residences is quickly disappearing. In destinations such as Park City, Utah, travellers now expect the comfort and scale of a home combined with the seamless service of a luxury hotel. At the same time, hotels are embracing a more residential feel – prioritising space, privacy, and thoughtful design. In a new article for Branded Residential, Bryan Younge explores these themes.

The practice of selling naming rights for professional sports stadiums has grown into one of the most visible and lucrative sectors of sponsorship marketing. What was once considered a novelty—putting a corporate name on a building—has become a multi-billion-dollar industry with far-reaching implications for teams, municipalities, investors, and brand partners alike. In the NFL alone, naming rights agreements collectively generate well over a billion dollars annually, and new deals continue to climb to unprecedented valuations. Yet the naming rights story is no longer simply about signage, media mentions, or having one’s brand on the skyline. Today, the real value is unlocked when the naming rights contract is designed as part of a fertile ecosystem—a symbiotic environment where the sponsor’s brand, the stadium, the fans, and the surrounding community are actively engaged. The name on the building becomes only one component of a broader, carefully orchestrated strategy.

Any hotel chain knows of the existence of the chain scale, a ranking system based on hotels’ average daily rate and the number and quality of amenities and services they offer. The chain scale offers six classes—luxury, upper upscale, upscale, upper midscale, midscale and economy— and chains can move from one to another as they make changes to hotels, such as adding (or subtracting) an amenity or altering their room rates. Are there any advantages to moving up or down on the chain scales? Absolutely, say industry experts. First, let’s look at why the chain scale is important.