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IGIS Divests Two Co-Living Assets for KRW111.5 Billion in South Korea South Korea-based Hyundai HAIM Asset Management has partnered with US-based TPG Angelo Gordon to acquire the 177-key Mangrove Dongdaemun and 311-key Mangrove Sinseol in Seoul from the Mangrove co-living portfolio being divested by South Korea-based IGIS Asset Management (“IGIS”). The two assets were acquired for a combined consideration of KRW111.5 billion , reflecting approximately KRW228.5 million per key . Mangrove Sinseol sits on a 902.8 square metres ("sqm") site with a total gross floor area (“GFA”) of 11,588.9 sqm across six basement levels and 20 storeys above ground , while Mangrove Dongdaemun occupies a 653.1 sqm site with a total GFA of 5,967.0 sqm , spanning three basement levels and 16 storeys above ground . The new owners do not intend to renew the existing lease upon expiry and are expected to explore repositioning the assets back into hotel use under an international brand . Centurion Enters Key Worker Accommodation Market in Australia with an AUD45 Million Acquisition Singapore-based Centurion Corporation Limited (“Centurion”) has entered the key worker accommodation segment with the acquisition of an asset in Karratha, Western Australia , for AUD45 million . The asset includes 93-key Velocity Village , which serves as a worker accommodation facility, and 135-key Velocity Motel & Bistro , which provides single-occupancy rooms for managerial staff and corporate clients. On-site amenities for the latter include a restaurant, bar, conference rooms, swimming pool , and fitness centre . This transaction marks Centurion’s expansion into a new adjacent segment beyond its existing purpose-built worker accommodation and student accommodation platforms . GPIF Invests JPY10 Billion in Real Estate Fund Managed by Phoenix Japan-based Government Pension Investment Fund (“GPIF”) has committed JPY10 billion to a Japan-focused real estate fund managed by Hong Kong-based Phoenix Property Investors (“Phoenix”) for a duration of eight years . The strategy targets domestic assets across sectors, including office, rental housing, logistics , and hospitality , primarily in Tokyo and Osaka. Phoenix, which has been investing in Japan for over two decades, maintains an on-the-ground presence in Tokyo and manages a diversified regional platform spanning multiple Asian cities. Phoneix currently owns a hotel portfolio across Tokyo, Kyoto, Sapporo, and Okinawa in Japan . The allocation forms part of GPIF’s ongoing push into externally managed real estate strategies , reflecting continued institutional confidence in Japan’s stable, income-generating property market. CAG Introduces New Private Terminal at Terminal 2 in Singapore Singapore-based Changi Airport Group (“CAG”) has announced plans to introduce a new private terminal and expand amenities cluster at Terminal 2 , targeted for completion by mid-2027 . The development will involve the redevelopment of the former JetQuay CIP terminal into a purpose-built facility comprising private suites, dedicated lounges, dining facilities , and event spaces. The project will also expand the existing Hub & Spoke precinct into a larger integrated amenities cluster. Enhancements will include additional food and beverage offerings, wellness and lifestyle facilities, as well as a covered amphitheatre and outdoor event plaza

In today’s quick-service restaurant (QSR) industry, speed, accuracy, and convenience define modern hospitality. As customer expectations shift toward digital ordering , contactless service , and personalized experiences , self-ordering kiosks have become a critical component of successful restaurant operations. Why Kiosks Are Essential in Modern QSR Hospitality Self-ordering kiosks are no longer a trend they are a proven driver of operational and commercial success: Faster Service & Reduced Queues : Multiple simultaneous orders increase throughput and reduce peak-time congestion Higher Average Order Value (AOV) : Smart upselling and menu prompts can increase AOV by 15–30% Improved Order Accuracy : Digital ordering minimizes human error and enhances consistency Enhanced Guest Experience : Guests benefit from self-service convenience, transparency, and full customization Optimized Staff Efficiency : By automating order-taking, employees can focus on preparing orders, maintaining quality, and delivering higher-value hospitality tasks such as guest assistance and service excellence These advantages align with key industry trends such as restaurant automation , AI-driven ordering , and frictionless guest journeys . Smart QSR Kiosks from kiosk.eu At kiosk.eu , Smart QSR kiosk solutions are designed to balance efficiency with true hospitality. Built for High-Traffic Environments : Durable, reliable systems for demanding QSR operations User-Centric Experience : Intuitive interfaces, multilingual support, and accessible design Seamless Integration : Compatible with POS systems, digital payments, and loyalty platforms Scalable Architecture : Suitable for single locations and global rollouts This ISV-agnostic approach ensures that franchisees and operators are never locked into a single software provider making deployment faster, future-proof, and adaptable to evolving business needs. Mobile Self-Order Kiosk: AI ready, Compact, Flexible, Stylish, High-Performance The Self Order Kiosk Mobile is a compact, stylish and flexible solution tailored for modern QSR environments. Designed for wall, counter, or pole mounting, it integrates seamlessly into any restaurant layout. Key advantages: AI-ready upselling and smart recommendations (up to 30% higher AOV ) Fast, contactless ordering and payment (NFC, QR, and integrated payment modules) 18.5″ Full-HD touchscreen with intuitive UX Space-saving design for high-traffic environments Seamless integration with POS and restaurant technology ecosystems Compatible with all major QSR software ecosystems This solution is ideal for self-service restaurants , digital ordering environments , and high-efficiency hospitality operations . Ordering Kiosk Cachet: Scalable, Secure, and Versatile The Ordering Kiosk Cachet offers a premium, scalable solution for hospitality and retail environments, combining modern design with powerful functionality. Key benefits: 32-inch PCAP touchscreen with a clean, intuitive interface Flexible installation (floor-standing or wall-mounted, single- or double-sided) Modular design for easy maintenance and customization Supports ordering, payment, reservations, and digital customer guidance Ideal for high-traffic, self-service environments Open integration architecture for any software platform From digital menus to click & collect and wayfinding , Cachet enables a seamless and independent customer journey while optimizing operational efficiency. Driving the Future of QSR Hospitality Beyond hardware, kiosk.eu delivers end-to-end expertise from consulting and customization to deployment and ongoing support. The future of restaurant technology lies in balancing automation with hospitality. Self-ordering kiosks empower guests while enabling staff to focus on

Hospitality Financial and Technology Professionals (HFTP®) has announced that exhibit floor space for the 2026 Hospitality Industry Technology Exposition and Conference (HITEC®) is officially sold out, with more than 360 companies exhibiting across 83,000 net sq. ft. of exhibit space. With expanded exhibit floor space this year, attendees can explore a broad mix of companies and dive into dozens of technology categories and solution options. The HITEC 2026 exhibit hall will be open June 16–18, 2026, at the Henry B. Gonzalez Convention Center in San Antonio with more than 5,800 attendees expected. The event remains the world’s largest and longest-running hospitality technology conference and exhibition. “We’re proud to see HITEC 2026 sell out and are thankful for the enduring support of returning exhibiting companies; as well as the new companies who are coming on board,” said Debra Cukjati-Lineberry, HFTP Chief Sales Officer. “What makes the show valuable to every stakeholder is that it’s a concentrated showcase of technology from new and legacy companies who are challenged to address a forever changing landscape. This is where operators get to compare and contrast solutions critical to their operations.” Innovation Across the Show Floor The HITEC exhibit hall will spotlight cutting-edge hospitality solutions across a wide spectrum, including: Artificial Intelligence and Chatbots Property Management Systems Cybersecurity and Data Protection Cloud Infrastructure Payment Processing Robotics and In-room Technology Guest Engagement Platforms Energy and Sustainability Solutions Mobile Apps and More View the Full List of Exhibitors In light of the sold-out status of the exhibit hall, HFTP reminds the industry that HITEC has a policy against pirate exhibitors (often known as outboarders or suitcasers). It is common for unaffiliated or non-exhibiting vendors to take advantage of the show's popularity by promoting their wares leading up to and near the show, on the exhibit hall floor, a nearby meeting or party in an unofficial capacity. For those who missed the chance to exhibit, HITEC has started a waiting list for opportunities in case of cancellations. To learn more, contact sales@hftp.org . HITEC North America is the world's largest and longest-running hospitality technology exposition and conference. It offers a unique combination of top-notch hospitality technology education, led by industry peers and experts, and an unparalleled trade show showcasing the latest hospitality technology products and services. Attendee registration is available , with the Early Registration rate running through May 4. Explore hotel options and book your accommodations near the convention center.

As the global countdown begins, the hospitality industry is preparing for a significant shift in operations. Data from AirDNA indicates an up 66% surge in demand across World Cup host cities. This represents a substantial increase in occupancy, bringing an influx of high-energy travelers to the front desk with a shared sense of purpose and anticipation. In this environment, the primary objective for hoteliers is to provide a personalized experience while effectively managing the high-volume logistics of a global tournament. Wooden Key Cards as Event Anchors Event-themed wooden key cards serve as a physical connection between the guest and the hotel’s brand. These cards provide a tactile, premium feel that complements the excitement of the season. For the World Cup specifically, they are a portable reminder of the event, staying with the guest from the lobby to the stadium and throughout their stay. The "Check-In Moment": Translating Energy into Interaction During a major tournament, the front desk serves as the primary hub for guest engagement. Teams manage a constant flow of early arrivals and match-day excitement. A themed wooden key card provides staff with a repeatable "anchor" to engage guests efficiently. The Interaction: "Welcome! Who are you cheering for tonight?" This simple greeting, combined with the presentation of a football-themed wooden key card, achieves several key objectives: Established Context: It creates an immediate rapport between staff and guests based on the event. Brand Consistency: It ensures a curated, event-driven experience remains standard across every shift, even during peak hours. Atmospheric Continuity: It extends the energy of the lobby into the guest room, integrating the World Cup theme into the physical DNA of the stay. Scalability and Intentionality In the fast-paced world of hospitality, small, intentional touchpoints allow for a high level of service at scale. By integrating event-specific design into a primary utility like the key card, hotels can build a cohesive and memorable journey that resonates well after the final whistle. Designed for the pace of hospitality. Created for the moments that matter.

NEW YORK, NY — April 27, 2026 — Lake.com, the vacation rental marketplace dedicated exclusively to stays and experiences by the water, today announced it has surpassed 75,000 properties across more than 10,000 destinations throughout North America and Europe — a milestone that represents a doubling of its inventory in just 90 days. The platform, which charges no booking or service fees to guests, is on track to reach two million visitors in 2026 as demand for waterfront travel continues to grow. Why This Milestone Matters Now Waterfront travel is no longer a niche category. Families, remote workers, and outdoor travelers are increasingly choosing lake houses, cabins, and coastal cottages over hotels and resort packages — drawn by privacy, space, proximity to nature, and the ability to drive rather than fly. At the same time, the way people plan those trips has fundamentally changed. Travelers are turning to AI tools to answer specific, intent-driven questions long before they open a booking platform: where can I find a quiet lake house with a dock near Toronto, or which cabin destinations are good for families with dogs in the Smokies? Lake.com is built to meet travelers at that earlier moment — during inspiration, not just at checkout. The platform structures its listings, destination content, and search experience to directly answer the kinds of questions travelers are now asking AI systems, making it increasingly visible in AI-generated travel recommendations. What Lake.com Is Doing Differently Lake.com is not a general vacation rental aggregator. Every property on the platform is a stay by or near the water: a lake house in the Finger Lakes, a cabin at Broken Bow Lake, a cabin on Lake Tahoe , a cottage in Muskoka . That focus is deliberate. Rather than competing across every lodging category, the company has built deep, destination-specific coverage of the lakes, rivers, and coastal towns where families actually want to be. The platform also takes a distinct position on pricing. Guests see the nightly rate and any host-set fees — no platform surcharge added at checkout. For hosts, standard listings are free, and optional paid memberships offer Featured placement, direct booking tools, and reduced commission structures for those who want more control over their marketing and economics. "Travelers don't start with dates and filters anymore," said David Ciccarelli, Founder and CEO of Lake.com. "They start with curiosity — a feeling, a question, a wish for something quieter and closer to nature. Lake helps them move from 'Where should we go?' to 'Let's book by the water.' Building for that moment, and for the AI tools that now answer those questions, is what this growth is about." Stephanie Ciccarelli, Co-Founder and Chief Brand Officer, added: "AI search is becoming the front door to vacation planning. When a family asks an AI assistant where they can find a lake house with a private dock, Lake.com is there with a clear, helpful answer. We've built the platform to work that way by design." Key Facts at a

For many independent luxury hotels, a meaningful share of bookings arrives through intermediary platforms that charge commission on the revenue they generate. The exact cost varies by market, contract, participation level, and channel mix. The strategic issue is not the exact percentage. It is the structural condition underneath it. The hotel controls the experience. The platform controls the introduction. That gap, between who controls the introduction and who controls the experience, is one of the most consequential strategic problems in independent luxury hospitality. It is not a marketing problem. It is not a channel problem. It is not a technology problem. It is a demand origin problem. And the industry has been misdiagnosing it for twenty years. What the Industry Got Wrong About OTA Dependence The standard diagnosis of OTA dependence goes something like this. Hotels became too reliant on third-party platforms for bookings. The solution is to invest in direct booking channels, improve website conversion, run better loyalty programs, optimize metasearch, and reduce OTA commission expense over time. That diagnosis is not wrong. It is incomplete in a way that makes it expensive. It treats OTA dependence as a distribution problem. Hotels are distributing too much inventory through expensive channels and not enough through cheap ones. The solution is channel rebalancing. Move more bookings to the direct channel. Reduce the commission line. Improve the margin. The channel rebalancing strategy produces measurable improvements. Direct booking share rises. Commission expense falls. Revenue management teams report progress. Ownership groups see the numbers move. And yet the structural condition persists. The hotel still does not know who its next guest is until that guest has already been introduced to the competitive landscape by someone else's system. The hotel still competes for attention after the comparison has begun. The hotel still funds the intermediary's growing intelligence about its own demand with every transaction it processes. The channel has changed. The structural condition has not. This is not a critique of the executives who implemented these strategies. The channel rebalancing logic is correct as far as it goes. The problem is that it does not go far enough upstream. It addresses where the booking is fulfilled. It does not address where the guest relationship is actually formed. A hotel that does not govern demand origin cannot answer three questions before a booking occurs: Who is considering us right now and why. Who introduced us into that consideration set. Which system learned from that consideration process and accumulated the intelligence from it. If those three questions have no answer inside the property, the hotel is operating downstream of the point where its structural position is actually determined. Rising direct booking share does not resolve this condition. A booking that arrives through the direct channel after originating in a metasearch comparison, a Google Hotel Ads click, or an AI-assisted recommendation is a direct transaction. It is not owned demand. The distinction between where a booking is completed and where the guest relationship originated is the distinction the

Lodging Econometrics reports the U.S. construction pipeline closed Q1 2026 at 6,020 projects and 705,825 rooms, with the luxury segment hitting record highs. Hilton will debut eight luxury and lifestyle brands in new Asia Pacific markets this year, with more than 15 additional entries planned through the rest of 2026. Monday's content traces a clear line through the day's most important developments. AI is now mediating discovery in ways that compress hotel visibility down to a handful of slots, while the U.S. construction pipeline holds steady at the high end and Hilton accelerates a luxury and lifestyle push across Asia Pacific. Beneath those headlines, a Duetto and Meliá partnership signals where revenue management for resorts is heading, and a podcast on cutting OTA reliance shows what the alternative path looks like in practice. AI Assistants Now Cap Hotel Recommendations at Fewer Than Five AI systems like ChatGPT now return fewer than five hotel options for most user queries, a hard ceiling that turns hotel visibility into a structured-data problem rather than a content one. Agent Engine Optimization, or AEO, is emerging as the discipline of making sure a property's information is parseable and consistent across every channel an AI agent might pull from. The piece argues that hotels not coded for AI consumption simply will not appear in the answer set, regardless of how strong their human-facing marketing is. The companion piece from Not Done Weekly extends the argument into an operational framework. It offers a five-step method for analyzing hotel roles to identify where AI agents can take work off the team, paired with a vendor guide spanning guest engagement, voice AI, and revenue management categories. Read together, the two pieces define the work hotels need to do this year: get the data layer right so AI assistants can find you, and figure out which internal roles AI agents should be embedded into. Read the analysis → U.S. Construction Pipeline Closes Q1 at 6,020 Projects, Luxury Hits Record High Lodging Econometrics reports the U.S. hotel construction pipeline closed the first quarter of 2026 at 6,020 projects and 705,825 rooms, with strong conversion activity and new development project totals across the quarter. The luxury segment reached record highs, an unusual position given how capital-intensive luxury construction is. Forecast supply growth for 2026 sits at 1.4%, a number that suggests the pipeline is holding rather than overheating. The composition matters as much as the totals. A pipeline weighted toward luxury and conversions points to operators choosing yield over volume, with brands and owners preferring upscale repositioning and high-end new builds over mid-scale expansion. For markets already running tight on luxury inventory, the implication is more competitive supply over the next three to four years rather than an immediate flood. Read the analysis → Hilton Adds Eight Luxury and Lifestyle Brand Entries Across Asia Pacific Hilton will debut eight of its luxury and lifestyle brands in new Asia Pacific markets this year, with more than 15 additional brand entries planned for the

Learn how independent hotels can increase direct bookings and reduce reliance on online travel agencies (OTAs) with Sleeping Bear Hotels and Formula. Discover actionable strategies that can help direct bookings thrive in a competitive market. In today’s competitive hotel landscape, many independent hotels struggle with high reliance on online travel agencies (OTAs) for bookings. This reliance cuts into profits significantly, often leading to frustration for hotel owners. With Tudor Hopkins, founder, Sleeping Bear Hotels and Adam Hamadache, CEO and Founder, Formula – digital growth agency for hotels we explore how Sleeping Bear Hotels successfully reduced their OTA dependency and increased direct bookings. Understanding the Impact of OTA Reliance. Sleeping Bear Hotels, highlights that when he took over, the hotel was generating 60% of its bookings through OTAs. This reliance not only affected profit margins but also reduced the ability to engage directly with guests. High OTA commissions severely impact profitability. By shifting focus to direct bookings, hotels can keep more revenue in-house and build stronger relationships with guests. Tudor’s journey started with a shift in business model, removing unprofitable services and focusing solely on room bookings. He streamlined operations, which allowed for better pricing strategies and increased occupancy rates. The Role of Partnerships in Driving Revenue. Sleeping Bear Hotels took an innovative approach by partnering with local restaurants and attractions.

Harman's throwaway stat — that 56% of a front desk agent's shift is administrative — is actually a framework in disguise. Every role in your hotel is some blend of three buckets, and until you've decomposed the roles, every AI conversation you have is premature. Here's a five-step exercise you can run this week on a single role. The Three Buckets (memorize these) Administrative / Transactional — data entry, system clicks, reconciliation, templated emails, report pulling, rate loading. Rules-based, repeatable. AI eats this. Interpersonal / Judgment — reading a guest, coaching a teammate, negotiating a group, making a comp call, defusing complaints, overriding the system. AI amplifies this. Physical — stripping rooms, plating food, walking a VIP, fixing a leak, setting a ballroom. AI doesn't touch this YET (key word being “yet”). Step 1 — Pick the Role (15 minutes) Don't start with front desk. Everyone's starting there. Pick a role where you genuinely don't know the admin percentage. Good candidates: reservations agent, revenue manager / analyst, group sales coordinator, night auditor, AP / AR clerk, recruiter or HR coordinator, catering sales manager. Step 2 — Capture a Full Shift (1 shift, 1 day) Pick one of three methods based on what's realistic: shadow them (sit next to the person for one full shift with a notebook, log what they're doing every 15 minutes), have them self-log (give them a one-page template with 15-minute blocks and ask them to jot one line per block — tell them why: this is about designing their role for the next 3 years, not evaluating them), or pull system logs (for digital-heavy roles like reservations, revenue, accounting, pull the clickstream or system activity for one representative day). Step 3 — Bucket Every 15-Minute Block Go through the shift log and tag each block: A = Administrative/Transactional, I = Interpersonal/Judgment, P = Physical, W = Waiting / idle / context switching (track this separately — it's often 10-15%). Add up the percentages. Write them down. Step 4 — Interrogate the Admin Bucket For every admin task in Bucket A, ask four questions: Is this task rules-based (same inputs → same outputs every time)? Is this task pattern-repetitive (happens multiple times per shift or week)? Does this task require data that already lives in a system (PMS, CRS, RMS, CRM, email)? Would removing this task reduce guest or owner experience? If the first three are yes and the fourth is no → that task is AI-addressable today. Circle it. That's your automation backlog for that role. Step 5 — Answer the Repositioning Question This is the step almost everyone skips, and it's the one that matters most. For the hours you'd free up, answer: If this role got 30% of its time back, what would I want them doing instead? Does that new activity drive revenue, loyalty, or retention? Can I measure whether they're actually doing it? Does the person in the role have the skills to do the higher-value work — and if not, what