10minhotel.com

Having worked in the hotel business for over four decades, I know most people think the numbers are the “hard” part of hospitality. There’s a common belief that the financials are best left to professionals who can sort out the complex interplay between the different departments of a hotel. It’s just too challenging and complicated for anyone who didn’t go to accounting school. This idea is just a myth—one you can bust wide open with this Podcast Series. I have used Notebook LM to read my writings and magically turn them into a discussion - Just For You!

Highline Hospitality Partners (“HHP”), the hospitality investment platform launched by Highline Real Estate Partners, today announced the acquisition of the Hilton DFW Lakes Executive Conference Center. The transaction marks Highline’s 18th hotel acquisition and its second acquisition in the last month, after having acquired the Pittsburgh Marriott North in February. Set on approximately 29 lakeside acres in Grapevine, TX, just north of the DFW International Airport, the 397-room hotel features approximately 72,000 square feet of indoor meeting space, a market-leading suite of amenities including 3 full-service restaurants (plus a coffee bar/snack shop), indoor and outdoor pools, hot tubs, 12 pickleball courts, 3 tennis courts, a basketball court, a sand volleyball court, jogging and walking trails, and access to a 5-acre private lake. With this acquisition, Highline Hospitality now oversees a portfolio of 18 hotels comprising over 5,000 guestrooms and close to $1.5 billion in hospitality assets under management. In addition, the firm provides third-party asset management oversight for four additional hotels on behalf of an institutional ownership group, bringing the total number of properties overseen by Highline to 22. Highline has engaged Avion Hospitality to manage the hotel, marking another strategic partnership between the two firms. Based in Plano, TX, Avion brings deep operational expertise and a strong track record in hospitality management, aligning with Highline’s strategy of driving operational excellence and long-term value creation. We are excited to add the Hilton DFW Lakes to our portfolio and to expand our relationship with Avion. This institutionally owned, high-quality asset is an attractive addition given its strategic location in the DFW submarket, the diverse and stable demand generators upon which it draws, and its product featuring a market-leading meeting space offering which differentiates the hotel relative to its competitive set. We believe the property is well-positioned to deliver durable cash flow and long-term value as we continue grow and diversify our hotel portfolio across the country. Chuck Pomerantz, Managing Partner of Highline Hospitality Partners Originally delivered in 1983, the hotel has been institutionally owned and well maintained, benefiting from meaningful capital investment in recent years. While the property is in strong physical condition and maintains a solid guest service reputation, Highline plans to pursue targeted renovations, primarily focused on meeting space, in the coming years to further enhance the hotel’s competitive positioning. The hotel is located at 1800 Highway 26E, Grapevine, TX 76051.

The hospitality industry has always depended on people. Service excellence, guest experience, and brand reputation ultimately rely on motivated and skilled employees. Yet attracting and retaining talent has become one of the most pressing strategic challenges facing luxury hotels today. The emergence of Generation Z (Gen Z) in the workforce is accelerating this transformation. Born between 1997 and 2012, Gen Z is rapidly becoming one of the most influential workforce demographics and is expected to represent more than a quarter of the global workforce by 2030. Their expectations, values, and career aspirations differ significantly from previous generations, forcing hospitality employers to rethink traditional recruitment and retention practices. A recent industry study conducted at Bournemouth University Business School explored how luxury hotels are responding to these changes. Through interviews with senior hotel leaders and a focus group with Gen Z employees, the research offers valuable insights into how the industry can attract, engage, and retain the next generation of hospitality professionals. A New Generation with Different Expectations Gen Z employees bring several defining characteristics to the workplace. They are digital natives, highly connected, and accustomed to fast-paced technological environments. They also place strong emphasis on purpose-driven work, sustainability, and social responsibility. Unlike previous generations, Gen Z employees expect continuous feedback, transparency, and clear development opportunities. Their loyalty to employers tends to be conditional rather than automatic: they are willing to change jobs quickly if they feel their growth or well-being is not supported. This creates both opportunities and challenges for the hospitality industry. On one hand, Gen Z’s technological fluency and entrepreneurial mindset align well with the innovation and creativity required in modern hospitality. On the other hand, their expectations around work-life balance, flexibility, and rapid progression often clash with traditional hospitality working conditions. For luxury hotels, this challenge is particularly significant. High-end hospitality relies on exceptional service and strong employee engagement. If organisations fail to adapt their talent strategies, they risk losing promising employees to industries perceived as more progressive and supportive. Recruitment in the Digital Age One of the most immediate changes required by the industry concerns recruitment practices. Gen Z candidates expect recruitment processes to be fast, transparent, and digitally driven. Traditional job advertisements alone are no longer sufficient. Many luxury hotels are now using social media platforms such as LinkedIn, Instagram, and even TikTok to promote career opportunities and strengthen their employer brand. Employer branding has become a critical element in attracting young talent. Hotels that highlight employee stories, sustainability initiatives, and career progression opportunities tend to generate significantly greater interest among Gen Z applicants. However, the industry still faces a persistent image problem. Many young people perceive hospitality careers as involving long hours, modest pay, and limited career progression. To counter this perception, some luxury hotels are actively promoting the unique benefits of hospitality careers, including international mobility, cross-departmental experience, and opportunities for rapid learning. Authentic storytelling and transparent communication about career pathways can help reposition hospitality as an attractive career choice for the next generation.

CAPE TOWN, South Africa - FHS Africa , organised by The Bench, is proud to announce the 2026 recipients of the prestigious FHS Africa Awards. This year’s honourees are Vimbai Masiyiwa, Co-Founder and CEO of Batoka Africa, who will receive the Leadership Award, and Colin Bell, CEO of Natural Selection and former CEO of Wilderness, who will receive the Outstanding Contribution to Hospitality Award. Both awards will be presented in Nairobi during FHS Africa 2026, taking place from 31 March to 1 April 2026. The recipients will be celebrated as part of the event programme, including exclusive one-to-one interviews in which they will share reflections on their life stories, leadership journeys and the milestones that have shaped their impact on African hospitality. As Co-Founder and CEO of Batoka Africa, Vimbai Masiyiwa is shaping a new era of African hospitality. The company operates a portfolio of luxury safari properties in Zimbabwe, grounded in conservation, sustainability and community empowerment. Under her leadership, Batoka Africa has championed responsible tourism that protects biodiversity while creating meaningful economic opportunity for local communities. Masiyiwa is recognised for advancing gender inclusion in leadership and for building an African-owned brand that competes confidently on the global stage while remaining deeply rooted in shared value and local impact. Commenting on the award, Vimbai Masiyiwa said: “I am deeply honoured to receive the FHS Africa Leadership Award. For us at Batoka Africa, hospitality is about stewardship, of land, of culture and of opportunity. This recognition reflects the dedication of our teams and the communities we work alongside in Zimbabwe. I look forward to sharing our journey in Nairobi and celebrating the continued evolution of African-led hospitality.” Colin Bell is one of the most influential figures in African conservation tourism. Through his leadership at Natural Selection and previously at Wilderness, he has helped shape a model of high-end, conservation-driven safari experiences that balance commercial success with environmental stewardship. Over the course of his career, Bell has played a central role in expanding conservation tourism into new territories, strengthening partnerships with governments and communities, and demonstrating how hospitality can directly support biodiversity protection and local livelihoods. His work has positioned African safari tourism as a global benchmark for sustainable luxury. Colin Bell said: “I’m deeply grateful for this recognition from FHS Africa. Hospitality, at its best, connects guests to wild places in meaningful ways while safeguarding those places for generations to come. I look forward to reflecting on that journey in Nairobi and celebrating the collective effort of so many people who have shaped Africa’s conservation tourism story.” Vimbai Masiyiwa and Colin Bell are two exceptionally worthy winners. Both have redefined what leadership in African hospitality looks like - purpose-driven, commercially astute and deeply committed to community and conservation. We cannot wait to showcase their stories and personal journeys on stage in Nairobi at FHS Africa 2026. Matthew Weihs, Growth Director at The Bench FHS Africa 2026 will bring together hospitality investors, owners, operators and industry leaders from across the continent and

Les Bateaux Belmond is delighted to announce the launch of Marguerite, A Belmond Boat, Burgundy - a newly reimagined floating villa with four elegantly appointed double suites, set to join its distinguished French fleet of riverboats from late summer 2026. Thoughtfully transformed from the former Amaryllis, Marguerite’s design draws inspiration from the region’s famed golden marguerite fields, with every space artfully reimagined to balance comfort and understated sophistication. As the only riverboat of its kind, Marguerite is anchored in Belmond’s philosophy of Slow Luxury, offering a refreshed itinerary that explores the lesser-known landscapes of Burgundy. Guests can enjoy highly personalised journeys along tranquil waterways, discovering the region’s timeless beauty from a new perspective. Each journey aboard cultivates a sense of time, focusing on encouraging deeper connections with local culture, nature, fellow travellers, and oneself - embracing the genuine, unhurried experiences that celebrate the essence of Burgundy and a true disconnection from routine. Setting a new standard of sophistication for slow-paced sailing, Marguerite accommodates up to eight guests, offering cabins with refined details and ensuite facilities. The open-plan salon serves as a welcoming haven for relaxation and convivial gatherings, while the expansive outdoor deck, framed by wildflowers and local herbs, provides an idyllic setting for al fresco dining, sunbathing, and conversation. Guests can enjoy a private plunge pool, artisan-crafted furnishings, and exquisite menus curated by Michelin-starred Chef Dominique Crenn. Every aspect of the experience, from bespoke itineraries to immersive local excursions, is thoughtfully tailored to celebrate the rich heritage and timeless allure of Burgundy. ARTISTRY AFLOAT: A FLOATING VILLA INSPIRED BY BURGUNDY’S GOLDEN FIELDS Marguerite’s interiors offer a harmonious blend of elegance and regional character, reflecting Burgundy’s unique charm through thoughtful design details. Soft yellow hues, delicate floral motifs, and contemporary stained-glass accents pay tribute to both the boat’s namesake and the natural beauty of Burgundy. Marguerite’s suites showcase these refined details, guided by a design philosophy rooted in the region’s artisanal crafts and honey-hued architecture. Stained glass is reinterpreted in a modern style, evoking the lightness of the Marguerite daisy, a symbol of purity and joy. Playful references to the act of plucking daisy petals are woven into both stained glass and bespoke rugs, while natural elements and curated objects bring a sense of the outdoors into every interior space. At the heart of the space, an exquisite artisan-crafted dining table dazzles with a mosaic of Marguerite daisies, each petal meticulously shaped and inlaid. Overhead, a green and white striped linen awning casts a soft, diffused glow, complemented by subtle landscape lighting that creates an enchanting ambiance which carries from day into night. Maxime Brun, General Manager of Les Bateaux Belmond, comments: BESPOKE JOURNEYS THROUGH THE HEART OF BURGUNDY Guided by a dedicated Guest Experience Executive, guests are invited to personalise every aspect of their journey, selecting from a carefully curated array of activities tailored specifically to their interests. Marguerite introduces a new itinerary, immersing guests in the very heart of Burgundy while unveiling the region’s most unique and memorable

HSMAI Europe today announced the establishment of its new AI Advisory Board , a pan-European initiative designed to explore the real-world impact of artificial intelligence on the hospitality industry and support members with practical insights, frameworks, and responsible approaches to AI adoption. The Advisory Board will act as a professional, and industry-focused group supporting HSMAI Europe in strengthening its role as a trusted knowledge platform for commercial leadership in hospitality. The initiative reflects HSMAI Europe’s commitment to helping the industry navigate technological change with realism, responsibility, and collaboration. The advisory board will focus on key areas including commercial performance, real-world hospitality use cases, leadership and governance, and forward-looking perspectives on how AI will shape the industry over the next 12–36 months. Confirmed members of the AI Advisory Board: HSMAI Europe will also invite additional members to this advisory board from academia and smaller hotel chains to ensure the advisory board reflects both theoretical insight and operational experience across the sector. Artificial intelligence is already influencing how hospitality organizations operate, compete, and grow. With this Advisory Board, we want to ensure our members have access to balanced, practical, and trustworthy insight — not hype. By bringing together leaders from across the industry, we can help hotels understand what AI truly means for commercial performance, leadership, and guest experience Ingunn Hofseth, President & CEO, HSMAI Europe The AI Advisory Board will be chaired by Benjamin Jost, Founder & CEO of TrustYou. AI is no longer a future topic for hospitality — it is a present-day operational reality. The goal of this Advisory Board is to create a space where industry leaders can openly exchange experiences, share lessons learned, and develop practical guidance that benefits the entire sector. By working together across companies and disciplines, we can help ensure AI adoption in hospitality is both effective and responsible Benjamin Jost, Founder & CEO of TrustYou and Chair of the HSMAI Europe AI Advisory Board The advisory board will meet monthly, and key insights from discussions will be shared with HSMAI Europe members through events, education initiatives, and industry communications.

I f the word “AI” could be counted, it would have broken every record at ITB Berlin 2026. From keynote stages to booth demos to corridor conversations, artificial intelligence was inescapable. But beneath the familiar chorus of promises and polished demos, something more interesting was happening: the industry was beginning to grow up about AI — asking harder questions, sharing real deployments, and confronting the uncomfortable gap between aspiration and execution. We asked a cross-section of leaders who attended ITB Berlin to share the single AI takeaway that still resonated with them days later. What emerged is a portrait of an industry in genuine transition — one where early euphoria is giving way to a more mature, and in some ways more demanding, conversation about what comes next. I. The Shift Has Happened. Now What? The most consistent signal from our contributors is that AI has crossed a threshold. The question is no longer whether it matters. What was still driven by curiosity and hype last year has now turned into a much more strategic discussion. The industry is no longer asking whether AI matters, but what it can actually deliver in practice Michael Toedt, CEO & Founder, dailypoint™ Sophie Pommois, writing as an independent hospitality consultant for Hospitality Net, saw this concretely on the show floor: native booking apps inside ChatGPT — demonstrated by both Apaleo and Lighthouse — signalled that agentic AI has moved from theory to early reality. She learned that 15 to 20 hotel groups are already deploying agents in live environments, with adoption moving faster than anything previously seen in hotel technology. Smaller, more innovative operators are leading; larger chains remain more cautious. Mark Fancourt, Co-Founder of TRAVHOTECH, noticed the shift from a different angle. Rather than talking about AI, he found himself experiencing it — genuine tools embedded in vendor technology that could successfully automate tasks and surface information through real AI reasoning, not first-generation chatbots. “That’s a great transgression from probably a couple of years of discussion,” he observed. II. Agentic AI: From Information to Action If there is one theme that dominates the responses, it is agentic AI — systems that don’t just answer questions but take actions on behalf of users. The demonstrations at ITB made this tangible in a way that previous years’ discussions did not. The audience went quiet for a moment. Not because it was magic but because it felt normal Sergio Golia, VP Strategy, Amadeus IT Group Sergio Golia delivered one such moment live on stage at ITB, demonstrating a rebooking of his own flight home — not by calling a helpdesk or navigating an app, but through a natural conversation with an AI agent that handled rebooking, seat selection, baggage, and transfer all in a single phone call. For Golia, this moment illustrated something more nuanced than efficiency: “After years of AI being framed as a replacement for human roles in travel, I demonstrated something more interesting: AI that makes the traveller feel more looked after,

Executive Perspective The next 12 months may prove to be one of the most strategically complex periods the global tourism industry has faced in decades. Rising fuel prices, airline fuel surcharges, energy volatility, geopolitical uncertainty, and cost-of-living pressures are compressing discretionary spending worldwide. The result is not necessarily less travel , but more selective travel . Consumers are moving from impulsive, aspirational travel toward value-calculated experiences . Every trip will be weighed more carefully. Every destination will compete harder for a smaller share of discretionary spending. In this environment, destinations, hotel groups, and tourism authorities must rethink how they retain share of wallet, protect margins, and influence traveler behavior . Artificial Intelligence and advanced analytics will become a decisive competitive lever. 1. The Emerging Travel Behavior Shift The New Traveler Mindset Travelers in 2026–2027 are likely to behave differently from those in the post-pandemic rebound period. Key behavioral shifts include: 1. Budget Compression Rising electricity, fuel, and food prices are shrinking discretionary spending. Travelers will reduce trip frequency but increase scrutiny on value. 2. Trip Rationalization Instead of multiple long-haul trips, consumers may choose: Shorter trips Regional travel Hybrid business + leisure travel 3. Safety and Predictability Destinations perceived as: safe politically stable easy to access will have a competitive advantage. 4. Experience Prioritization Spending will shift toward: wellness nature culinary experiences slow tourism meaningful local culture 2. Where the Travel Dollar May Flow: Travel Segments Likely to Gain Share Domestic Tourism Many travelers will stay within their own countries or regions due to: airline fuel surcharges flight uncertainty geopolitical tensions Countries with strong domestic tourism ecosystems will benefit. Short-Haul Regional Travel Examples: ASEAN travel corridors EU intra-Schengen travel North American regional travel Nature and Wellness Travelers are prioritizing restorative experiences: eco-lodges glamping wellness retreats nature immersion “Purpose Travel” Trips linked to: festivals food culture sporting events community experiences These justify spending in times of financial pressure. 3. Destinations Fighting for Market Share Tourism boards are entering a period of intense competition for demand . Traditional destination marketing - advertising, brochures, and trade shows - is becoming less effective. Destinations must now compete using: data intelligence dynamic pricing ecosystems AI-driven demand generation The winners will be destinations that behave more like technology platforms than marketing organizations . 4. The AI Advantage for Destinations Artificial Intelligence is rapidly becoming the strategic operating system of tourism economies . AI can help destinations in five key areas. 1. Demand Prediction AI models can forecast travel demand based on: airfare pricing trends fuel costs visa restrictions weather patterns geopolitical developments currency fluctuations This enables tourism authorities to anticipate demand shifts months earlier . 2. Dynamic Destination Marketing Instead of broad campaigns, AI allows micro-targeted demand stimulation . Example: A traveler searching: "affordable beach holiday near Manila" AI-driven systems can instantly promote: specific destinations discounted packages local experiences This converts browsing behavior into high-intent bookings . 3. AI-Powered Experience Personalization Destinations can deploy AI concierge systems that recommend: activities restaurants cultural experiences events Personalized travel

LBA Hospitality has expanded its management portfolio with the addition of two Mississippi properties: the Hilton Garden Inn Biloxi and the Hilton Garden Inn Hattiesburg. The addition of the Hilton Garden Inn Hattiesburg strengthens LBA Hospitality's presence in the Hattiesburg market, where the company already manages two hotels. The Hilton Garden Inn Biloxi marks LBA's first property in the Biloxi market and expands the company's footprint along the Mississippi Gulf Coast, a region known for strong leisure demand and growing tourism investment. The additions also reflect a broader trend across the hospitality industry as owners increasingly seek experienced management partners to help optimize performance and navigate evolving market conditions. We're proud to add these properties to our management portfolio. Hattiesburg continues to be an important market for us, and Biloxi represents a strong opportunity to expand our presence along the Gulf Coast Beau Benton, President of LBA Hospitality Owners today are focused on maximizing the performance of their assets. For select-service hotels like Hilton Garden Inn, that often includes strengthening food and beverage programs, building banquet and catering business, and creating menus that reflect the local market rather than a typical hotel restaurant experience. With more than 50 years in the hospitality industry, our team understands how to implement these strategies in ways that drive meaningful results for ownership Farrah Adams, Chief Operating Officer of LBA Hospitality LBA Hospitality provides full-service hospitality management, revenue strategy, and operational support for a diverse portfolio of hotels across the United States, partnering with ownership groups to drive performance and long-term value.

Celebrating 40 Years of Harcourt Hotels and one man’s passion for hospitality the Harcourt Collection , a new book published by Irish based Harcourt Developments , brings together for the first time under a single brand the five unique properties owned and operated by the group. The Harcourt Collection currently includes a series of spectacular four and five-star hotels, taking in Titanic Hotel Belfast, Titanic Hotel Liverpool, Lough Eske Castle and Redcastle Hotel & Spa both in Co. Donegal, and Carlisle Bay in Antigua. Fairytale turrets, windswept coastlines, rugged terrain, golden beaches, sleek urban locales and a maritime legend: the hand-picked collection of retreats is the curated vision of one man, Pat Doherty OBE. With a keen eye for potential, harnessing the special attributes of properties and landscapes, Donegal-born founder Pat has forged a unique collection of hotels with excitingly diverse identities, united by a single underlying culture. Set across four countries and two continents, the five hotels in the Harcourt Collection are characterised by their extraordinary architecture, distinct sense of place and dazzlingly diverse heritage, each of which is celebrated in the book. The Harcourt Collection began in 1986, when Pat spotted the potential of a dilapidated 15 room hotel, located on the shore of Lough Foyle, in the Inishowen Peninsula, Donegal. A period of renovation and expansion turned the Redcastle Hotel into a Donegal landmark, offering 94 rooms and luxury suites, with spa, golf course, and award-winning restaurant. Pat’s attention was then drawn to Lough Eske Castle , the 15th-century bastion of the O’Donnells, which burnt down in 1939. The crumbling ruins, with trees poking through the roof, did not obscure Pat’s vision of castellated luxury and stunning grounds, as Donegal’s only 5 star hotel took shape. A visit to Antigua and an old hurricane-wrecked country club were the catalysts that brought Carlisle Bay into the Harcourt Collection , a bare-foot luxury beach resort, complete with private bays and sugar-white sand. In contrast the next two additions were to become urban landmarks in their respective locations, both connected to the legendary RMS Titanic; Titanic Hotel Liverpool and Titanic Hotel Belfast. “Tapping into potential, looking beyond the obvious and trusting my gut instincts have always served me well,” says Pat Doherty, with a deceptively unassuming manner, who now in his eighties has been painted twice by artist Lucian Freud. People might say that certain ventures would never work, or that I’d be mad to take something on, but we’re unusual in that way. We trusted our instincts and went ahead anyway. After all, nothing happens unless you make it happen. Produced by Harcourt Developments Group Creative Director, John Paul Doherty, with photography by Chris Heaney, Patryk Sadowski and Bladesman, and contributions from leading journalists Janice Morley and Emma Wells, the Harcourt Collection book is both informative and a feast for the senses. Each leading chapter provides a location overview, highlighting natural and man-made wonders, inspiring readers to explore and enticing them to experience first-hand the warm hospitality and unique