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I see AI as a tool, not a strategy in itself. Today, its greatest value for us is business intelligence: helping our teams analyze information faster, identify patterns, challenge assumptions and give owners better insight into performance.

The AI conversation has now evolved beyond experimentation and into practical application. AI has the potential to reshape how capital is deployed across a hotel; from cost estimation and value engineering to project scheduling, risk management, design and operational decisions.

Chris Nassetta was right to call this AI’s “early days.” However, we are seeing consistent evidence that shows great promise for owners and operators.First, AI improves data consolidation and presentation. For decades, we have been trying to organize and bring data into clear, actionable reports.

After years of sitting on the buying side of these conversations, five things matter most to me. First, prove you understand hotel operations. Not in theory, but in how your solution performs at 2 a.m. when a system goes down and guests are waiting at the front desk.

Operational fit, clean integration, solid data protection, and measurable value across our properties and markets — that's the minimum expectation. Beyond those fundamentals, here's what, in my view, signposts the start of a genuine partnership: Show us the product.

From our perspective, before we seriously consider a technology vendor, we expect the vendor to demonstrate the following: Clear understanding of hotel operations and the business problem being solved.The solution must address a defined operational, commercial, guest-experience, or compliance challenge.