Beyond the Summits: The Lasting Power of IHG’s Owners Assn.

Hotel owners cannot afford to sit on the sidelines when decisions affecting their investments are being made. With profitability under pressure, technology evolving, and brand expectations changing, having a voice in those decisions is increasingly important.

I was reminded of this recently while attending one of three regional Summits hosted by the IHG Owners Association. These gatherings bring owners together with association leaders and IHG representatives to discuss industry challenges, share successes, and strengthen relationships.

As a former chair of this prestigious group, I appreciate the importance of these conversations. Originally governed by engaged volunteer owners, the group evolved about a decade ago into a more professionally managed organization. Volunteer owners still guide its direction, while a paid CEO provides continuity and helps ensure IHG understands the needs of its ownership community.

Effective owner advocacy isn't about challenging every brand decision. It's about understanding competing priorities and working collaboratively toward outcomes that benefit everyone. Owners and brands share common goals but sometimes differ on how to achieve them and at what cost.

Owners' associations help bridge that gap.

At this year's Summits, conversations focused on industry trends, emerging challenges, and how the Association is working to make member properties more valuable. When owners share experiences and identify common concerns, they can influence solutions that might be difficult to achieve individually.

Relationships That Outlast Leadership Titles

Another highlight of the Summits was the annual dinner that brought together past chairs of the IHG Owners Association, the current chair, and the Association's CEO. This year's gathering at Gibsons gave us a chance to reconnect with longtime friends and colleagues, enjoy excellent food, and reflect on the relationships built through years of industry service.

For me, those relationships have been among the most valuable parts of my hospitality career.

I've been fortunate to work alongside and learn from leaders such as Bill DeForrest, Buggsi Patel, Kerry Ranson, Norm Leslie, Steve Ehrhardt, Mark Carrier, Navroz Saju, Jay Fishman, Mark Zipperner, Prakash Maggan, Mike Hoffman, Steve Sickel, Kurt Furlong, and many others who have generously shared their knowledge, offered advice, and provided mentorship over the years.

Bill, in particular, has been a longtime friend, colleague, and mentor. He has also shared his experiences with our Newport Hospitality Group associates during company leadership retreats. Those opportunities to learn from people who have navigated different economic cycles, ownership challenges, and industry transformations are invaluable.

What makes these relationships special is that they don't end when someone's term as chair expires. The titles may change, but the willingness to help one another remains. A conversation over dinner, a phone call seeking advice, or a shared experience from years earlier can provide perspective that isn't always available in a formal meeting.

Hospitality has always been a relationship business, and that applies just as much to the people who own and operate properties as it does to the guests we serve.

As we look toward 2027, I believe hotel owners should view involvement in their brands' owners' associations as another investment in their businesses. We spend considerable time evaluating revenue opportunities, controlling expenses, reviewing capital plans, and monitoring performance. Yet one of the most valuable resources available to owners is the chance to learn from peers and join discussions that shape their brand's future.

Volunteer leadership requires time and commitment. It also provides access to different perspectives, stronger professional relationships, and a better understanding of the issues affecting the broader ownership community.

The challenges facing hotel owners won't get any simpler. Technology will continue changing how travelers find and book properties. Operating costs will remain a key consideration, and owners will keep balancing brand expectations with the financial realities of their investments. Those challenges make collaboration more important, not less.

Regardless of brand affiliation, owners have a responsibility to make their voices heard. That doesn't necessarily mean serving as an association chair or holding a formal leadership position. It can start with attending a meeting, asking thoughtful questions, volunteering for a committee, or sharing an operational concern others may be experiencing.

The IHG Owners Association Summit reminded me that our industry's strength isn't found solely in the brands we represent or the properties we operate. It's also found in the relationships we build, the knowledge we share, and our willingness to contribute to something larger than our individual businesses.

After decades in this industry, I've learned that some of the best ideas emerge when experienced people with different perspectives come together around a common purpose. If owners want to help shape the future of hospitality, they need to join the conversation.