What is your single budget focus for 2026?
11 experts shared their view
The end of the year is when every GM turns strategist, shaping a budget that does more than cover costs - it sets the tone for what is ahead. Budgets are never just numbers on a spreadsheet; they are a reflection of priorities, trade-offs, and the risks you are willing to take. In a world where guest expectations, technology, and costs are constantly shifting, every budget choice becomes a statement about where you see the greatest potential.
For 2026, every GM is making a call on what matters most. Some will double down on guest experience, others on efficiency, others still on growth. We would love to hear from you: for your 2026 budget, what is the one area you are most determined to focus on, and why?
As we say goodbye to 2025, I am optimistic for the future of the hospitality industry in 2026 and beyond, it is truly a resilient business. Travelers continue to seek a memorable experience and the corporate sector is back doing events that fuel our economic growth!
The one area to focus on is driving top line revenue by creating value for our guests. Prospecting the business opportunities, qualifying their objectives and needs are crucial to earn trust that will set you apart from the competition. Managing to the budget also means staying close to the employees, and using transparent communication to pivot in the year to exceed your goals.
Using sound financial acumen throughout the organization with all stakeholders is what will yield long term success.
Act Local and Think Global!
Profitability is what every budget really comes down to. Still, building a budget is more than just organizing or plugging numbers into the excel file (If it´s your go-to tool, still). It's about understanding what is coming in, what's going out, and how your revenue plan ties everything together. Your expenses show the limits of what you can achieve but they also reveal where your biggest opportunities might be.
I like to start simple. I break the budget into blocks (always start with Room Revenue, unless you're running a restaurant with beds) and look closely at each revenue stream and the plan behind it.
If you are doing this for the first time, understanding the market should be your first step, you are learning as you go. If you have done it before, you already know how valuable history and data can be. Past results and competitor information help you set a solid, realistic baseline.
For me, the main goal is alignment. When income goals and resources move together, that's when a plan starts working. Managing expenses is not just cutting or adding; it's choosing what's important, what's untouchable, and what might be unnecessary. Every decision in a budget speaks about your business priorities. Whether you hold steady, cut, or invest more, each choice should fit your vision and direction forward.
For our 2026 budget, my primary focus will be on sustaining brand awareness and strengthening the property’s positioning. Guests today are increasingly attentive to consistency; they expect the same level of quality and service regardless of market conditions or rate fluctuations. Even when pricing adjusts, they are ultimately paying for the brand promise, and that means we must never compromise on service standards or the overall guest experience.
Our goal is to ensure that every touchpoint reinforces trust in our brand, from the first impression online to the moment guests check out. Maintaining that consistency, even amidst cost pressures, is what secures long-term loyalty and protects the value of the brand.
Some years, budgeting is based on a fairly well-known set of future circumstances for influencing factors such as supply, demand, competitor changes, planned events, airlift, economic outlook, or elections. But other years, the crystal ball is murkier.
The market we are operating in has a very unclear view on how 2026 will unfold. Several supply additions are slated to open but delivery time for the projects is not certain; several airlines may or may not extend seasonal flight schedules for the full year; a global congress event may or may not be confirmed for the end of the year; and work to renovate the hotel may or may not commence.
In a situation like this, with so many things in the circle of concern, it is time to turn back to the circle of influence. Regardless of all the uncertainty, we can focus on service, cleanliness, food and beverage quality, and commercial success, by ensuring appropriate funding is budgeted for training, product development, promotions, marketing, and revenue management.
We make clear and logical assumptions which are built into the budget that is presented to owners, and pivot as events unfold! In the brave new post-pandemic world, that is the new normal.
For 2026, my single budget priority is elevating value creation through purposeful transformation, where sustainability, human capital, and digital intelligence intersect to define the next frontier of ultra-luxury.
In the post-pandemic luxury landscape, the real battleground is experience equity, the measurable premium a guest is willing to pay when service, storytelling, and stewardship align. Every dollar in my 2026 budget is treated as an investment in resonance: from data-led personalization platforms that deepen emotional connection, to regenerative operations that shift ESG from compliance to competitive advantage.
In the era where automation and AI streamline process, the craft of hospitality remains our differentiator. That's why 2026 also sees a recalibration of labor cost as "brand equity spend" rather than expense, channeling resources into developing emotionally intelligent leaders and high-trust service cultures.
In short, 2026 isn't about cutting costs; it's about cutting noise. Luxury will belong to those who design budgets not as spreadsheets but as strategic manifestos for relevance, responsibility, and return.
For my property, I will focus the 2026 budget on elevating the guest experience even further.
This hotel has something rare: it doesn’t just host guests, it shapes how they feel. We are elegance with intention. Touch, sound, rhythm, light… everything contributes to a sense of calm confidence. That identity is precious, and the way to protect it is to keep surprising our guests with hospitality that feels created just for them.
Luxury today is not only about impeccable service. It is about being understood without needing to speak. It is about personal meaning. So my priority would be investing in deeper personalization, technology that empowers our people rather than replacing them, and curated experiences that make guests say: “Only Axxxxx could do this.”
When guests feel a true connection, performance follows. They stay longer, return often, and share their experience with others who value the same lifestyle.
At the end of the day, the budget is a statement about who we want to be. For us, we choose to invest in what sets us apart: the ability to create emotion.
For 2026, my budgeting approach is not only about numbers, it's more about creating meaningful experiences. The time when travelers only booked a room to stay is over, today’s guests travel for emotions, memories, and connection. Each age group looks for something different, and our plans need to reflect that.
Our main focus is on longevity, inclusivity, and wellness. I want to build experiences that last, make every guest feel welcome, and promote well-being in every part of their stay. This means investing not just in physical upgrades, but in thoughtful details that guests truly remember — from calm, mindful spaces to experiences that speak to different lifestyles and backgrounds.
While this approach may impact the top line, it’s about smart spending, setting the right kind of expenses that bring long-term value. For me, the 2026 budget is more than a financial plan; it’s a promise to make every guest experience genuine, memorable, and full of care.
In recent years, our industry has invested heavily in technology, sustainability, and design - all critical pillars of growth - but it is ultimately our people who deliver the brand promise, create emotional connection, and drive performance. The differentiator between good and exceptional in luxury hospitality continues to be human craftsmanship, that intuitive, anticipatory service that no algorithm can replicate.
At Conrad New York Downtown and Tempo Times Square, our 2026 budget prioritizes talent development, cross-training, and leadership readiness, paired with new tools that make our teams more efficient without losing the human touch. This includes reimagined onboarding for new hires, experiential learning for emerging leaders, and investing in workplace culture that fosters inclusion, creativity, and retention.
By focusing our financial resources on our people, we strengthen every other area of performance, from guest satisfaction and profitability to innovation and brand loyalty. In a world where technology is rapidly transforming the way guests travel, it is our people who will continue to define what it feels like to stay with Hilton.
Budgets may begin as numbers on a page, but for 2026, mine is a statement of belief: empowered teams create extraordinary guest experiences and extraordinary results.
For 2026, our single budget focus is experience led repositioning, turning physical transformation into emotional value. Across the luxury sector, many properties have invested heavily in refurbishment, yet success depends on how these investments are brought to life through experience rather than appearance.
The guest experience is where financial intent becomes emotional impact. It is the bridge between cost and value, between a stay and a memory. Our priority is to ensure every budgeted dollar strengthens that connection. This means investing in our people, training, innovation and service design, areas that transform renewed spaces into living expressions of the brand. This focus matters because experience drives both owner returns and long term brand strength. Sustainable rate leadership, market share growth and loyalty are earned when guests feel understood and valued.
In 2026, the opportunity for luxury hospitality is to remain relevant by creating experiences that resonate beyond the stay. True differentiation will come from emotional connection, the quiet power of making guests feel recognised and inspired to return.
"Fund what touches the guest, optimise what doesn't."
Every rupee spent must either improve the guest experience, associate capability, or profit efficiency.
For 2026, my budget focus is on building adaptive intelligence through people and purpose. As we face rising costs, evolving guest expectations, and a rapidly changing market, our greatest strength lies in our ability to stay agile while remaining authentic and delivering experiences that are both meaningful and memorable.
My approach is to empower teams and enhance systems so we can anticipate change and respond swiftly, turning challenges into opportunities. By investing in both technology and human capability, we create a culture of smart decision-making, one where insight and empathy guide every action. This is not about spending more, but about spending with intention: ensuring every investment strengthens performance, engagement, and guest loyalty.
Ultimately, the 2026 budget is more than a financial plan, it is a strategic commitment to sustainable excellence. It balances data-driven precision with the human touch that defines our brand. By enabling people and technology to work in harmony, we ensure our operations remain nimble, our service remains heartfelt, and our purpose continues to shine through everything we do.
In essence, 2026 is about leading with agility, acting with clarity, and delivering with purpose.
Luxury Hotel General Managers (GMs)
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