Learn From My Selection
Professionally insightful resources I have personally reviewed — reports, articles and analyses relevant to hospitality investment.
July 24, 2026
China’s target of deploying over 10,000 humanoid robots by 2026—and 1 million by 2030—signals a seismic shift for global hospitality. Driven by falling costs and Robot-as-a-Service (RaaS) models, embodied AI and autonomous Agentic AI are rapidly evolving from novelties into economic necessities. In response to rising inflation and chronic labor shortages, destinations like Türkiye face an urgent imperative to automate back-of-house operations while augmenting front-of-house guest services. In this exponential age, advanced AI levels the playing field for agile independents against legacy global chains and OTAs. Despite geopolitical friction and labor resistance, adaptation remains essential for survival, allowing technology to absorb repetitive tasks so human staff can deliver genuine empathy, creativity, and connection.
June 14, 2026
In this article, I examine the rise of “corporate fluff” within the hospitality industry—a highly polished, overly positive language born from centralized reputation management since the 2008 crisis and Pandemic. I argue that this artificial communication creates a dangerous authenticity deficit. Externally, it breeds skepticism among guests and investors, while internally, it alienates the team and dampens talent engagement. To fix this, I believe hospitality brands must pivot from manufactured positivity to constructive honesty. This transformation requires presenting plain context, embracing human voices over rigid templates, and crucially, having top leadership personally model a more sincere, unvarnished communication style that honors true human connection.
June 4, 2026
For the full audio version, click on the heading or the view source button below. Read the full article on my LinkedIn Newsletter In Part 2, the focus moves from identifying problems to offering practical solutions for better owner-operator relationships. The article outlines clear “Red Flags” and “Green Flags” that signal whether a partnership is heading toward conflict or collaboration. It emphasizes the value of independent advice, especially during contract negotiations or when relationships become strained. Key recommendations include well-structured agreements that clearly define decision rights, reporting standards, and exit mechanisms. The piece also highlights the emerging opportunity with the second generation of hotel owners, who tend to adopt a more professional and long-term approach. Ultimately, the article argues that success depends on mutual respect, transparency, aligned incentives, and measuring performance beyond just financial metrics — including staff retention, guest satisfaction, and long-term asset value.
May 31, 2026
For the full audio version, click on the heading or the view source button below. Read the full article on my LinkedIn Newsletter In Part 1 of this two-part series, I examine the hidden costs of excessive owner control in hotel owner-operator relationships. Drawing on anonymized real examples from my own experience and colleagues, I show how overly optimistic feasibility studies frequently fail to match market reality, creating lasting mistrust. Structural imbalances—where owners hold ultimate power while operators focus on brand consistency and long-term performance—generate recurring conflicts. In Türkiye, first-generation ownership, emotional attachment, economic volatility, and hierarchical cultures often intensify these tensions, sometimes fostering “yes-man” environments. I highlight four recurring patterns: deferred structural repairs for short-term savings, post-contract disillusionment that leads to tighter control, pyrrhic victories that harm performance, and rare positive turnarounds from key personnel changes. These misaligned relationships ultimately damage trust, staff retention, standards, and long-term asset value.