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.

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.

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.

In today’s hospitality landscape, asset managers face a triple squeeze: rising construction costs, escalating labor expenses and flattening ADRs. At the same time, hotel guests demand more personalized, differentiated experiences. In this climate, underutilized spaces — breakfast rooms, lobbies, parking lots — aren’t just dead weight. They’re latent assets waiting to be activated.