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What happens when guests stop scrolling through pages of search results and start asking AI where to stay? Hotels suddenly have a new audience to impress: the algorithms making the recommendations. In this episode of Hotel Moment, Karen Stephens sits down with Jarrett Tomback , VP of Digital Strategy and CRM at Starwood Hotels, to explore how AI search is reshaping hotel discovery, direct bookings, and guest loyalty. From becoming the source of truth for AI platforms to building data foundations that drive visibility, they unpack what it takes to stand out in an AI-first world. The future of search may be powered by AI, but bookings are still driven by trust, emotion, and great hospitality. Tune in to learn why data gets you recommended, but storytelling gets you booked. Meet your host Karen Stephens As Chief Marketing Officer at Revinate, Karen is focused on driving long-term growth by building Revinate’s brand equity, product marketing, and customer acquisition strategies. Her deep connections with hospitality industry leaders play a key role in crafting strategic partnerships. Karen has more than 25 years of expertise in global hospitality technology and online distribution — including managing global accounts in travel and hospitality organizations such as Travelocity and lastminute.com As the host of The Hotel Moment podcast, she interviews top players in the hospitality industry. Karen has been with Revinate for over 11 years, leading our global GTM teams. Her most recent transition was from Chief Revenue Officer, where she led the team in their highest booking quarter to date in Q4 2023. Watch the video Transcript [00:00:00] Jarrett Tomback: Building those knowledge bases on the direct side and being able to distribute those to the LLMs so that we are the source of truth and that they’re not turning to third parties to get their data is critical. [00:00:17] Intro: Welcome to the Hotel Moment Podcast, presented by Revinate, the podcast where we discuss how hotel technology shapes every moment of the hotelier’s experience. Tune in as we explore the cutting-edge technology transforming the hospitality industry and hear from experts and visionaries shaping the future of guest experiences. Whether you’re a hotelier or a tech enthusiast, you’re in the right place. Let’s dive in and discover how we can elevate the art of hospitality together. [00:00:45] Karen Stephens: Hello and welcome to the Hotel Moment podcast. I’m your host, Karen Stephens, the Chief Marketing Officer of Revinate. And today we are thrilled to have Jarrett Tomback, Vice President of Digital Strategy and CRM at Starwood Hotels, where he leads digital growth, guest engagement, and loyalty across brands like 1 Hotels, Baccarat Hotels and Resorts, and Treehouse Hotels. With a background spanning some of the most innovative lifestyle hospitality brands, Jarrett specializes in building purpose-driven guest experiences and using data and technology to deepen relationships and drive revenue. Most recently, he’s been at the center of rethinking loyalty through 1 Hotel’s Mission Membership, a program that blends personalization, sustainability, and meaningful guest engagement. So without

This article answers the question: What are the three most important customer service and CX suggestions every CEO must follow? Answer: The three most important customer service suggestions for any leader of any company or organization are to treat customer service and CX like a philosophy and not a department, train everyone to understand their role in customer service (and CX), and actively manage every customer touchpoint for the best experience. A question that I’m often asked is, “What’s your top suggestion for delivering better customer service or customer experience?” In my desire to always give more than expected, I default to, “I could give you one idea, but let me give you three.” These three suggestions work for any and every company, regardless of size or industry. You can be a B2B or B2C type of business. You can even be in the government. And you can be the CEO, president, or owner. I think you get the idea. These are universal principles that are foundational to delivering the best experience to your customers, clients, guests, members, or whatever you call the people who do business with you. Customer Service Is a Philosophy, Not a Department: Customer service (and CX) is not a department. It’s a philosophy to be embraced by everyone in the organization, from the leader to the most recently hired. People have asked me, “Then what do we call the customer service department?” Change the vocabulary. Call it the customer support department . And perhaps even better would be the customer retention department . After all, when they talk to a customer, their job is to resolve the issue or answer the question in such a way that creates confidence and gets the customer to come back. Customer Service Is Everyone’s Job: Everyone, yes, everyone , must be trained on how they impact customer experience. If someone is not on the front line, they are supporting someone who is, or they are part of the internal process or system that eventually works its way into the customer experience. The point is, everyone serves someone, either an external customer or an internal customer inside the organization. And how people are treated inside an organization is going to be felt by the customers on the outside. Manage Every Customer Touchpoint: Touchpoints are any interaction the customer has with the organization and can include in-person interactions, phone calls, websites, and any other opportunity the customer has to interact with you. Managing this starts by completing a journey mapping exercise to identify all touchpoints and then determining if they have been optimized to create the best experience. Here is where you might find potential gaps in the service experience. You may also find friction points and places that create inconsistent experiences. Look at every interaction point and manage it for the best experience possible. And once you’ve done that, you’re not finished. Customer experience is a journey, not a destination. Be sure to come back to this exercise at least

The World Travel & Tourism Council (WTTC) has defined eight strategic priorities, now formally approved by its Executive Council, to guide the future of the global Travel & Tourism private sector. These priorities reflect the needs and perspectives of the global private sector, reinforcing WTTC’s commitment to unlocking growth, maximizing the sector’s potential guiding investment decisions, and driving meaningful transformation across the industry. The priorities are the result of an extensive consultation process carried out over several months, including more than 200 interviews with CEOs and industry leaders. The outcomes, presented during WTTC’s last Executive Council in Egypt, now form the foundation of a renewed strategic agenda focused on addressing the sector’s most pressing challenges while enabling long-term, sustainable, and resilient growth. Through this process, WTTC identified key structural and emerging issues, including complex and fragmented traveller journeys, challenging visa processes and identity digital systems, limited connectivity, and disruptions caused by geopolitical tensions, pandemics, and climate-related events. Additional challenges include uneven digital transformation and AI adoption, labour shortages, investment constraints, environmental pressures, and growing tensions between travellers and local communities. In response, WTTC has defined eight strategic priorities which will underpin its work moving forward: Enabling safe and seamless journeys through digital standards and biometrics Strengthening destination stewardship and addressing overcrowding (unmanaged travel) Advancing climate and environmental sustainability initiatives Harnessing emerging technologies, including AI and robotics Enhancing crisis preparedness, management and recovery Expanding global connectivity and developing new travel corridors Supporting workforce development, talent retention, and mobility Promoting policies that drive investment and new growth opportunities These strategic priorities are embedded within a broader working strategy built around a clear vision of achieving long-term sustainable growth for global Travel & Tourism. Complementing these priorities, WTTC has also identified a set of strategic enablers that will support delivery and impact: economic, social and environmental research and data insights, global convening power, policy and advocacy capabilities, partnerships and coalition-building efforts, global campaigns and initiatives, as well as a strong digital agenda. Together, these enablers ensure that WTTC is uniquely positioned to translate strategy into action at a global scale. WTTC members and the destinations network are the core of our organization, and WTTC has a firm belief in the importance of public-private collaboration. The organisation works closely with governments, international organisations, and industry stakeholders to co-create solutions, drive policy alignment, and deliver meaningful progress for the sector worldwide. SMEs also play an important role, and WTTC’s ‘Together in Travel initiative’ currently engages more than 4,000 SME’s that work with WTTC. WTTC also highlighted the critical role of its Members in shaping this agenda, noting that their insights and leadership have been instrumental in defining both the challenges and the opportunities ahead. The organisation continues to place its Members at the heart of its work, ensuring their priorities are reflected in its global advocacy and initiatives. Advocacy is central for the organisation, while sharing best practices remains a cornerstone of WTTC’s work, helping governments unlock potential, foster investment, and create jobs. These priorities

FORT LAUDERDALE, Fla. — The Caribbean Hotel and Tourism Association (CHTA) invites governments, development banks, tourism authorities, regional institutions and private sector leaders to adopt a new, broader framework for evaluating tourism's contribution to the Caribbean. The proposed approach looks past visitor spending alone to measure three things that shape the region's future: the economic value retained within Caribbean economies, the investment tourism makes in Caribbean people, and the industry's impact on the natural environment. CHTA's proposal grew out of the 2026 Caribbean Travel Forum in Antigua, where public and private sector leaders agreed that the region needs better measures of tourism's long-term value. As a starting point, CHTA recommends the Domestic Capture Rate, the share of tourism spending that stays and circulates within the host economy. The figure shows how much of every visitor dollar works for the region's businesses and the people they employ. For decades the Caribbean has talked about tourism leakage. That conversation taught us a great deal, and now we need a way to measure the progress we make. Domestic Capture Rate gives us a practical tool to track the value we keep and grow at home. Nicola Madden-Greig, immediate past president of CHTA and chair of the Association's Linkages Task Force A Broader Definition of Value Economic retention tells only part of the story. CHTA wants the region to also weigh two measures long missing from the conversation. Human capital is one of them. Tourism is the Caribbean's largest employer, yet the region rarely tracks how well the industry develops its people. Measuring investment in training, fair wages, career pathways and local leadership would tie tourism growth to stronger livelihoods for Caribbean nationals, a priority now central to the new CTO Tourism Supply-Side Ministerial Committee. Environmental stewardship is the other. The beaches, reefs and natural beauty that draw guests are the foundation of Caribbean tourism, yet the industry does almost nothing to measure its own footprint. CHTA wants that to change. Consistent measurement of energy use, water, waste and the condition of natural assets would help destinations protect the resources visitors come to enjoy. We want a fuller measure of what tourism delivers. It includes the careers we create for Caribbean nationals and the care we take of the environment our guests come to enjoy. Measuring those things will make the whole industry stronger CHTA CEO Vanessa Ledesma Building on a Growing Linkages Agenda This work builds on CHTA's Linkages Task Force, which connects tourism with agriculture, manufacturing, creative industries, professional services and small businesses across the region. Over the past two years CHTA has hosted three Tourism Linkages Trade Shows alongside Caribbean Travel Marketplace and CHIEF, giving Caribbean small and medium sized businesses direct access to tourism buyers and procurement teams. The Association is now launching a regional Tourism Linkages Demand Study to map procurement needs, open new doors for Caribbean businesses within tourism value chains and tackle the obstacles that hold them back. Why Better Measurement Matters Caribbean leaders have discussed tourism

For many years, payments sat on the edge of hotel operations. They were necessary, but rarely strategic. Hotels focused technology investment on distribution, revenue management, guest engagement, and operational systems. Payments were often treated as a separate financial layer that existed alongside the wider business rather than within it. As long as transactions were processed securely and revenue was collected, the system was generally considered to be working. That mindset no longer reflects how hotels operate today. Payments are now embedded in nearly every stage of the guest journey, from booking and pre-arrival communication through check-in, dining, room charges, upgrades, and post-stay transactions. No longer confined to a single interaction at checkout, payments move continuously across the guest lifecycle, touching multiple systems, departments, and operational workflows along the way. As hotel technology ecosystems become more connected, payments have become part of that connected environment, shaping how efficiently teams operate, how seamlessly transactions move across systems, and ultimately how smooth the guest experience feels from beginning to end. What was once viewed as a back-office function is now part of the hotel’s operational foundation. Takeaways Integrated payments now shape the hotel guest journey from booking through checkout. Disconnected payment systems increase operational friction and slow hotel teams down. Integrated payments improve transaction visibility, reconciliation, and revenue reporting. Secure payment infrastructure helps hotels manage compliance and reduce payment risk. Integrated payments are now essential infrastructure for modern hotel operations. What integrated payments mean in hospitality today Integrated payments for hospitality refers to payment technology that connects directly to the hotel’s operational systems rather than operating as a separate process. Instead of payment data sitting outside the technology ecosystem, it flows within it. Reservation information, transaction details, guest folios, payment authorization, and reporting become connected through a shared operational infrastructure. When payments are integrated into systems such as the property management system, point-of-sale platform, booking engine, and other guest-facing technologies, transaction information becomes part of the operational workflow. Charges can be posted automatically to the guest folio while payment credentials move securely between systems, allowing transaction data to flow more seamlessly across the operation and giving hotel teams faster reconciliation, clearer visibility, and fewer manual processes to manage behind the scenes. For hotel operators, integrated payments improve efficiency by reducing manual work across the guest journey. Finance teams benefit from greater control and clearer transaction visibility, while guests experience a smoother and more consistent payment journey across every interaction. Perhaps most importantly, integrated payments remove the friction that occurs when teams are forced to bridge gaps between systems manually. The more connected the payment environment becomes, the less operational energy is spent managing payment exceptions behind the scenes. Guest expectations have changed The growing importance of integrated payments is also being shaped by changing guest behavior . Travelers now move fluidly between digital and physical touchpoints throughout the hotel journey. They may book on a mobile device, complete pre-arrival requests online, pay with a digital wallet on-property, charge meals to their room, and

Berlin – Shiji, the global leader in hospitality technology, announced today a strategic partnership with Omniboost , the data platform connecting operational and financial systems for hotels and groups. Through this collaboration, Shiji’s Daylight PMS can seamlessly connect with a wide range of POS and accounting platforms, enabling hotels to unify operational data, reduce manual reconciliation, and streamline integrations across their technology ecosystem. As hotels increasingly rely on multiple specialized systems to manage operations, finance, and guest services, ensuring that these platforms communicate effectively has become essential. Omniboost centralizes and normalizes data from various hospitality systems, eliminating the need for manual data mapping and reconciliation while enabling reliable integrations between supported POS, PMS and accounting systems. Modern hotels depend on an interconnected ecosystem of technologies to operate efficiently and deliver exceptional guest experiences. Our partnership with Omniboost makes it easier for hotels using Daylight PMS to connect their accounting and POS systems while maintaining accurate and unified operational data. By simplifying integrations, we enable hoteliers to focus more on their guests and less on managing complex system connections. Simon Le Touze, Senior Director for Partnerships at Shiji The integration between Daylight PMS and Omniboost introduces enhanced connectivity for both accounting and POS environments, allowing hotels to streamline financial and operational workflows. Through Omniboost, Daylight PMS can connect with supported accounting systems using both API-based integrations and structured file exports. This flexible approach enables automated financial data transfers between systems while simplifying the often-complex integration process between PMS and accounting platforms. In addition to accounting connectivity, Omniboost simplifies POS integrations with Daylight PMS by enabling synchronization of room charge information from POS systems to the PMS. The integration also synchronizes all closed POS bills from the POS environment to the PMS, helping ensure accurate financial data and reducing the need for manual reconciliation. Most hotels are still reacting to their financial data, chasing numbers at month-end instead of running on live insight. Omniboost was built to change that. After seven years and over 10,000 integrations across the world’s leading POS, PMS, and accounting/ERP platforms, we’ve built something that goes beyond connectivity: a financial data standard for hospitality. Whether a hotel needs to connect POS to accounting/ERP, PMS to accounting/ERP, or the full chain from POS through PMS to accounting/ERP, we’ve got it covered. Partnering with Shiji and integrating with Daylight PMS brings that standard to even more properties, so hotels stop reconciling and start deciding. Kees Zorge, CEO and founder of Omniboost This partnership reflects Shiji’s ongoing commitment to building an open, flexible hospitality technology platform that allows hotels to connect best-in-class solutions while maintaining centralized guest profiles and operational workflows within Daylight PMS. By combining Shiji’s next-generation PMS with Omniboost’s data integration platform, hotels can reduce operational complexity, improve financial accuracy, and gain clearer visibility into their business performance while continuing to deliver exceptional guest experiences.

MIAMI — Registration is officially open for The Hospitality Show , taking place November 2–4, 2026 at the Miami Beach Convention Center in Miami Beach, Florida. Produced by Questex and the American Hotel & Lodging Association (AHLA), The Hospitality Show brings together hotel owners, operators, management companies, franchisees, and hospitality leaders for three days focused on operating hotels more efficiently and profitably. The Hospitality Show is the only event bringing together the entire hotel ecosystem with a dedicated focus on the business of operating hotels. At a time of rapid change across hospitality, this has become one of the industry’s most important events for decision-makers looking to gain insights, build partnerships, and maximize hotel operations. Rosanna Maietta, President & CEO, AHLA The 2026 conference program will feature some of hospitality’s most influential leaders discussing the forces shaping the future of the industry — from brand-owner dynamics and labor pressures to new insights into guest expectations, case studies in operational excellence, best practices in implementing AI-powered technology, and experiential demand drivers. Featured speakers on the Visionary Stage, hosting top industry leaders, include: Chris Nassetta, President & CEO, Hilton, in conversation on leading a global hotel company through unprecedented industry change Thom Geshay, President & CEO, Davidson Hospitality Group, providing a unique perspective on leading successful hotels while moderating the conversation with President & CEO, Hilton, Chris Nassetta Duncan Wardle, Former Head of Innovation and Creativity at Disney, Pixar, Lucasfilm, Marvel, and Disney Parks, sharing how hotels can use creativity, storytelling, and immersive experiences to transform guest engagement Gilda Perez-Alvarado, Group Chief Strategy Officer of Accor, will share insights on how strategic partnerships are evolving beyond traditional sponsorships to help hospitality brands connect with new audiences and drive demand. The Hospitality Show was built for the people running hospitality every day. As the industry continues to evolve rapidly, hospitality leaders are looking for smarter ways to optimize time, revenue, guest experience, operational efficiency, technology, and workforce strategy. The Hospitality Show brings those conversations, solutions, and connections together in one place. Alexi Khajavi, Group President, Hospitality & Operational Real Estate, Questex New for 2026, The Hospitality Show is introducing several onsite experience enhancements designed to help attendees navigate the event more efficiently and maximize their time onsite, including: Six Solution-Driven Pavilions: Dedicated expo floor areas for Design, Food & Beverage, Commercial, Hospitality Services & Strategy, Technology, and Operations New Pavilion Lounges: Focused networking spaces designed for more intentional business conversations across key hospitality sectors One Center Stage: A centralized stage bringing together the industry’s biggest operational trends, insights, and thought leadership sessions in one location Featured 2026 sponsors include: 365 Retail Markets, Ace Parking, Actabl, Avendra International, Best Western International, Chobani, Cintas, Curve Hospitality, DIRECTV, Ecolab, Entegra, Ephoca, Foodbuy Hospitality, Guestworldwide, A Sysco Company, HD Supply, LG Electronics, L’Occitane, Nespresso Professional, Oracle, Plainscraft, Procter & Gamble Professional, Silverock Hospitality, Skechers, TPV-USA (Philips Professional), Transworld Services, Unilever, VSR Cloud Communications, and WorldVue Connect. Best value registration rates are now open through July 6, 2026.

Berlin - Leonardo Hotels Central Europe has introduced a cloud-based Convention Sales quotation system which is fundamentally changing the way in which event-related direct sales offers are drawn up and processed. A pilot project conducted last year at hotels in Augsburg, Nuremberg, Ulm and Mannheim showed that a reduction of around 50 percent in processing time could be achieved. A 12 percent rise in booking rates also occurred. The “Proposales” tool has been deployed right across the company in all hotels in Central Europe since the start of 2026. This follows in the footsteps of the Benelux Business Unit, which has been working with “Proposales” since as long ago as 2022. Up to 800 enquiries are received every day, and the aim is to deal with these in a more effective manner whilst also significantly improving the response times of the 90-strong meetings and events team. Leonardo Hotels boasts almost 500 conference rooms extending over a total area of 36,000 square metres and hosts around 26,000 events per year. For this reason, the company is opting for a scalable and digital solution that will meet the constantly growing events demand. Significantly faster response times The strength of Leonardo Hotels Central Europe lies in the high proportion of our direct bookings business, which accounts for over 80 per cent. This is an exceptional situation by modern day standards and demonstrates our close customer proximity. We have digitalised a process which was previously highly labour-intensive and time-consuming. The results display a clear picture. We are able to produce quotes much more quickly and can also present them in a more structured and consistent manner. This leads to more rapid response times, a factor which remains crucial on the meetings and events market and which also exerts a positive effect on the booking rate. Lisa Mager, Head of Convention Sales Central Europe at Leonardo Hotels From a multi-page proposal to a structured digital solution Quotation processes in Convention Sales are traditionally complex. Information regarding room allocations, conferencing packages, availability, cancellation and payment conditions is often collated in extensive multi-page documents. The new system replaces these manual procedures with a standardised and cloud-based proposal logic. All relevant content is pooled and structured and presented in a consistent format. Offers are complemented by visual elements such as pictures and videos, and these make the numerous event spaces and hotels even more tangible. This changes both the speed and comparability of quoting. Data-based control instead of individual case analysis – transparency across the board Integrated reporting at employee, hotel and regional level forms a further key component of the system. Offer volumes, response times, customer interactions and reasons for rejection are systematically recorded and evaluated. This makes the quotation process in this form controllable via a database. Areas of potential for optimisation can be identified in a targeted manner and fed back into the operational teams. A relaxation of the burden of day-to-day business creates greater scope for customer focus. The system also impacts work organisation

Meliá Hotels International continues to accelerate its growth in Argentina with the signing of two new projects in the province of Mendoza, marking its entry into one of the country's most attractive and emerging destinations. Globally renowned for its mountain landscapes, prestigious vineyards, and lifestyle appeal, Mendoza stands out as a unique enclave where nature, gastronomy, and wine tourism converge, now welcoming Meliá's distinctive Spanish hospitality. These two new additions —Meliá Mendoza and Meliá Collection Valle de Uco— reflect the company's ambition to expand in unique destinations, with projects designed to integrate with their surroundings and elevate the guest experience. Meliá Mendoza, located in the very heart of the city, just steps from Plaza Independencia, will feature 140 rooms, a restaurant, a bar, and meeting facilities. Scheduled to open in 2028, it will introduce the Meliá Hotels & Resorts brand to a vibrant and cosmopolitan urban setting, offering a versatile proposition for both business and leisure travelers. Meanwhile, the Meliá Collection brand will bring its most exclusive concept to one of Argentina's most breathtaking landscapes: Valle de Uco, located 100 kilometers from Mendoza city, surrounded by vineyards and framed by the Andes mountain range. This project will focus on a more immersive and exclusive experience, deeply connected to wine tourism, wellness, and nature, positioning itself as a destination in its own right. Also set to open in 2028, the hotel will feature 110 rooms—including 10 branded residences—along with a wellness area, family-friendly spaces, and a diverse and carefully curated gastronomic offering. Argentina: a key growth market in the region These signings come at a pivotal moment for Meliá in Argentina, where the company is undergoing an extraordinary expansion phase. The company currently operates six hotels in the country —four of which have opened in the past two years— and has five additional projects in the pipeline, all signed during this same period. This growth reflects a clear strategic commitment to a high-potential market with increasing demand for premium and lifestyle experiences. In Buenos Aires, Meliá operates four hotels —Meliá Recoleta Plaza, Casa Lucía Meliá Collection, and the Affiliated by Meliá properties Almarena Madero Urbano and Almarena Puerto Retiro— showcasing its commitment to sophisticated urban hospitality. This is complemented by Gran Meliá Iguazú, an iconic property repeatedly recognized as Argentina's Leading Hotel at the World Travel Awards, and Alejandro I Affiliated by Meliá in Salta, strengthening the company's presence in culturally rich destinations. Looking ahead, Meliá will continue expanding with new openings in exceptional locations such as Ushuaia, where a spectacular Gran Meliá hotel will debut at the “end of the world," and Bariloche, with an exclusive Meliá Collection project, both in the luxury segment. Additionally, INNSiDE by Meliá will make its debut in Argentina in Costa del Este, introducing the brand's contemporary and lifestyle-driven concept to the country. Partnership with Grupo Almarena The two newly signed projects are owned by Grupo Almarena, further strengthening the solid strategic alliance between both companies, which now includes five properties, two of them in

ATLANTA – As people rapidly turn to AI to plan trips – now used by more than half of U.S. travelers* – IHG Hotels & Resorts (IHG) is making it easier for them to find hotels and book their stays. IHG has launched an IHG app in ChatGPT, and will soon add AI-powered conversational search within IHG.com and the IHG One Rewards app. A New Way to Discover IHG in ChatGPT Designed to complement IHG’s digital platforms, the app in ChatGPT lets users search, compare and explore IHG’s more than 7,000 hotels in over 100 countries. ChatGPT will recommend IHG hotels based on travelers' preferences, surfacing real-time availability, pricing, interactive maps and amenities, helping guests move naturally from discovery to comparison. Once a hotel is selected, users are guided to IHG’s direct booking channels to complete their reservation. Conversational Search Coming Soon to IHG Digital Channels IHG will also soon add conversational search to IHG.com and the IHG One Rewards app, giving travelers the freedom to discover hotels using their own words and more easily book the perfect stay. From inspiration to reservation, guests can expect a seamless, AI-enabled experience that understands the intent and context behind their search, without the limitation of fixed search fields or keywords. Guest expectations are evolving quickly, and we’re evolving with them. With more than one million guests staying with us every night around the world, we’re using AI to make the travel experience more seamless from planning and booking through to their stay. Pairing AI with the warmth of human hospitality ultimately helps us deliver a more exceptional live experience – one that feels personal, responsive and connected to each guest in the moment. Jolie Fleming, Chief Product & Technology Officer, IHG Hotels & Resorts Together these innovations help drive forward IHG’s broader technology and AI-driven strategy focused on enhancing the guest experience, boosting hotel performance and advancing corporate innovation. * Source: Phocuswright research - The AI Surge: Travel's Fastest Behavioral Shift in a Decade