A firsthand conference recap covering Marriott's owner-focused strategy, with sessions on ancillary revenue, AI in marketing, margin pressure, and brand conversion opportunities.
Marriott International details its Los Angeles wildfire response, including 12,000 meals distributed, $245,000 in associate relief, and $1M in donated goods, alongside ongoing community celebrations for displaced and unhoused students.
120 GBTA members from 31 states met with Congress to advocate for business travel priorities, citing $624B in U.S. economic impact, 6.7M jobs, and key policies on aviation, SAF, and border efficiency.
Chip Conley joins the Not Done podcast finale to discuss founding Joie de Vivre, his role as Airbnb's Modern Elder, a never-before-told Marriott-Airbnb partnership attempt, and lessons from two near-death experiences.
AHLA names Davidson Hospitality Group CEO Thom Geshay as Board Chair, effective July 1, 2026, succeeding Marriott's Liam Brown who retires after nearly four decades.
GBTA warns that proposed CBP staffing withdrawals from major U.S. gateway airports could disrupt international business travel, citing $50.7B in annual inbound business travel spending at risk.
AHLA and AHLA Foundation are accepting nominations for the General Managers of the Year Awards and Stars of the Industry Awards, with winners announced at events in Miami Beach and Los Angeles.
AHLA opposes a DHS proposal to halt customs and immigration processing at international airports in major U.S. cities, warning of severe harm to travel, workers, and small businesses.
A hospitality professional recounts a 1992 financial crisis during a corporate relocation to Canmore, needing $4,500 in unexpected closing costs with no resources and one day to spare.
Over 300 AHLA members lobbied Congress on key industry priorities: passing the American Franchise Act, modernizing H-2B visas, and restoring Brand USA funding.
Paola Durán, 26, was recognized for her role in building legal frameworks behind GHL's 60+ hotels across 10 Latin American countries.
AHLA condemns the record-long government shutdown that forced TSA workers to work without pay and disrupted hotel bookings across the travel industry.
The Hard Rock Hotel New York is clearly adapting to Gen Z’s modern view of luxury, shifting away from traditional extravagance and toward immersive experiences, personalization, creativity, and visually compelling spaces. The hotel delivers this through music‑infused amenities, rooftop social environments, bold design, and cultural programming that make the stay feel expressive and memorable.
I think we mustn't confuse luxury with lifestyle. Gen Z's are currently in the 14-29 yr old range and there will be an extremely small percentage of them with the financial clout to enter into the luxury segment. Either way, hotels need to be tech-savvy, from their marketing approach to their services & facilities on offer.
Gen Z is reframing luxury. True luxury evolves to intention, cultural relevance, and emotional resonance, not by traditional symbols of status. They look for brands that know who they are, operate with purpose, and deliver experiences that feel crafted rather than standardized.The hotels that connect with this generation are those capable of offering high‑touch personalization with seamless, low‑friction operations, while staying authentic to their heritage.
The organization calls for legislation guaranteeing TSA and air traffic controller pay during shutdowns after two disruptions in six months cost billions.
Despite strong demand, Miami Beach operators face tightening margins due to misaligned policies and lack of coordination between tourism stakeholders.
Congressional inaction on DHS funding threatens to leave TSA officers unpaid while causing significant airport delays for travelers.
AHLA supports the new bipartisan congressional caucus and highlights the industry's No Room for Trafficking training initiative.
U.S. Travel Association welcomed Global Entry's reopening while urging Congress to support unpaid TSA officers during the shutdown.
GBTA warns that Global Entry suspension due to the government shutdown will create airport delays and hurt the $395.4B business travel market.
In the Middle East, balancing cultural intelligence with strong local identity is not theoretical—it is an everyday operational reality. Our hotels welcome guests from Europe, Asia, the Americas, and the region itself, often under the same roof and at the same moment.
Cultural intelligence and local identity are not competing ideals, they are two expressions of the same promise of hospitality. The balance lies in protecting the essence of place while refining how service is expressed. Cultural intelligence begins with listening.
One of the brand traits that sets Four Seasons apart is the adaptation and embracing of local culture. This will be particularly reflected here in Saudi Arabia where the Kingdom is rooted in deep traditions with incredible heritage while at the same time being the pace-setter in many aspects of modern life.