Learn From My Selection
Professionally insightful resources I have personally reviewed — reports, articles and analyses relevant to hospitality investment.
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.
May 18, 2026
After 46 years in hospitality, starting as a 16-year-old ballroom attendant on a windy New Year’s Eve at Istanbul’s Çınar Hotel, I have witnessed every major tech wave—from mainframe computers to today’s AI and service robots. Each innovation first gave big chains an edge, then quickly became standard for everyone. Now, as AI levels the playing field faster than ever, the real differentiator is no longer technology. It is your team. The hotels that will stand out in 2050 are those that master smart tools while giving their people the time and space to deliver the one thing machines can never replicate: genuine human warmth and care.