Learn From My Selection
Professionally insightful resources I have personally reviewed — reports, articles and analyses relevant to hospitality investment.
August 11, 2026
The international collective compensation initiative against Booking.com, launched in Europe, managed by the Stichting Hotel Claims Alliance (SHCA), and openly supported by HOTREC – Hotels, Restaurants, Bars & Cafés in Europe along with more than 30 national hotel associations, has now extended to Turkey. This movement, which has been joined by over 15,000 independent hotels to date, is expected to surpass 20,000 participants before the end of the year. So, what does this initiative mean for hoteliers and investors in Turkey? Thanks to the “class action” model, our hotels that were on the platform between 2004 and 2025 will be able to seek their rights without undertaking any financial risk. All legal expenses are covered by an independent funder. More importantly; according to the information shared by the experts and the legal team of the Stichting Hotel Claims Alliance (SHCA) managing the process, participating in this initiative does not alter your existing commercial relationships or contracts with Booking.com. In this process, which stands as one of the most concrete examples of the principle “unity is strength,” I will also be taking part in the informational webinars hosted by the Stichting Hotel Claims Alliance (SHCA) to share my industry experience. I highly recommend attending these meetings (before the application deadline of September 15, 2026), where you can direct your questions straight to the expert lawyers. Free Informational Webinars (in Turkish): https://lnkd.in/dHYAg33z Wednesday, August 12 | 10:30 – 12:00 Thursday, August 13 | 14:00 – 15:30 Friday, August 14 | 14:00 – […]
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.