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Jemel Jones is the COO and President of Operations for Phoenix American Hospitality, a…
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Jemel Jones shared thisThe U.S. hotel market is having a moment worth paying attention to. Marriott reported Q2 numbers this week and the U.S. and Canada region led the story. RevPAR up 5%, the strongest quarterly growth in 13 quarters. Luxury up over 9%. Even select-service, which does not always get the headline, grew over 4%. The World Cup gave everyone a lift, but Marriott was quick to note that excluding it, U.S. and Canada RevPAR still grew 4%. The underlying demand is real. For those of us running properties day to day, this matters beyond the earnings report. When top-line performance is strong at the brand level, it changes conversations with ownership. It changes how teams feel about the work. It creates room to invest in the things that actually make a guest's stay memorable, instead of just managing around scarcity. The owner-Marriott loyalty reimbursement conversation is also worth watching. A group of 51 ownership groups representing over a thousand hotels raised concerns about how Bonvoy credit card revenue gets distributed. Marriott has been making moves, lowering loyalty charge-out rates, improving reimbursement on high-demand nights, and rolling out a new guest satisfaction incentive that offers fee reductions for top-performing properties. Whether that fully addresses what owners are asking for is a conversation still in progress. The fundamentals right now are as solid as they have been in a while. Leisure is holding. Group is strong. The traveler is still showing up. That is a good place to be standing heading into the back half of the year.News | Marriott raises full-year outlook on outperformance, hotel demand expectationsNews | Marriott raises full-year outlook on outperformance, hotel demand expectations
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Jemel Jones shared thisFor years, luxury hospitality was closely tied to brand recognition. That still matters, but younger travelers are changing the conversation. Gen Z is placing more value on experiences, authenticity, and memorable moments than status alone. They're just as likely to choose a boutique hotel with a great story as they are a well-known luxury brand. They're looking for places worth talking about long after checkout. Luxury isn't always about marble lobbies or thread count. Sometimes it's a warm welcome after a long flight, a recommendation from the concierge that becomes the highlight of the trip, or a space that feels unique to its destination. The hotels that stand out create experiences guests can't wait to share and can't wait to return to. That's a definition of luxury that never goes out of style.
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Jemel Jones shared thisMajor events like the World Cup generate plenty of attention, but attention isn't the same as loyalty. For hotels, a sold-out weekend is a success. Turning those first-time guests into repeat visitors is where the long-term value lives. That's why the conversation around fan engagement resonates. The brands seeing the biggest return are creating reasons for people to stay connected long after the final whistle and focused on momemnts outside the event itself. Hospitality has always been in the relationship business. AI gives us new ways to personalize communication, anticipate guest needs, and stay connected between visits. But technology is only part of the equation. People come back because they remember how you made them feel. The best hotels don't just deliver a great stay. They create a relationship guests want to continue.The World Cup and new consumer engagement economicsThe World Cup and new consumer engagement economics
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Jemel Jones shared thisThe numbers behind the corporate retreat boom are hard to ignore. Global employee engagement dropped to 20% last year, and Gallup ties that to nearly $10 trillion in lost productivity. Companies are responding by pouring money into offsites, with the retreat market headed toward $73.7 billion by 2034. But research cited in this piece found the venues capitalizing on the new trend build the agenda around a client's stated goals instead of a fixed package, leaving room for unstructured time and they can point to independent data instead of just their own sales materials. That last part is the one I'd bet most properties, ours included, could get more disciplined about. It's easy to sell golf and dinner as amenities. It's harder, and more convincing, to explain why a hike before a strategy session or a shared meal before a hard conversation actually changes how a team performs afterward. If your sales pitch leads with square footage instead of a planning process, you're competing on the wrong thing.Lessons In Hospitality: The Leveling Up Of Corporate RetreatsLessons In Hospitality: The Leveling Up Of Corporate Retreats
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Jemel Jones shared thisSo many leaders outside hospitality, in law, banking, healthcare, fintech, all say they want to build the "Ritz-Carlton" of their industry. If you actually run a hotel and not just admire one from the outside, there are two points to consider when building. The first is anticipating the unasked. Comfortable bed, reliable plumbing, a door that locks, that's the floor not the achievement. The real work is noticing what a guest hasn't said out loud and handling it before they have to ask. The second is service recovery, and this is the one most companies skip until it's too late. Solomon references a "MAMA" framework built off Ritz-Carlton's approach for what to do the moment something goes wrong. Having that framework rehearsed before the angry guest is on the phone is the difference between a bad moment and a lost customer. It's a little funny that an industry outside hospitality has to explain hospitality back to us, but most of what makes it "legendary" isn't magic. It's a discipline you can actually build a system around.The Ritz-Carlton's Legendary Hospitality Is Built on 7 Concepts Every Modern Business Should StealThe Ritz-Carlton's Legendary Hospitality Is Built on 7 Concepts Every Modern Business Should Steal
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Jemel Jones shared thisBecca Blond wrote a piece this week tracking the real viral story of this World Cup, and it isn't a goal or a upset. It's strangers inviting international fans onto boats, into barbecues, and into their actual lives. An Australian fan got taken on a private boat tour and breakfast in Miami by someone he'd just met that morning. A Texas creator posted an open invitation to visiting fans and has spent the tournament following through on it, tailgates, brisket, the whole tour. In Seattle, rival fans spent 90 minutes as opponents and the rest of the night dancing together. I run a business built entirely on hospitality, and I'll admit this stings a little in the best way. These moments are happening for free, on someone's boat or in someone's backyard, and they're generating more genuine goodwill than most of what we spend real budget trying to manufacture. The lesson isn't that hotels should start inviting guests onto our boats, most of us don't have boats. It's that people remember who made them feel welcome far more than they remember thread counts or lobby design. If a stranger with a pickup truck can create a core memory with a free tour and a plate of barbecue, we have no excuse not to make every check-in feel like someone's actually glad you're there.World Cup fans didn't expect this kind of American hospitality — and they can't stop posting about itWorld Cup fans didn't expect this kind of American hospitality — and they can't stop posting about it
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Jemel Jones shared thisHotels spend a lot of time defining their service culture. The harder question is whether daily operations actually support it. A recent HBR article introduced the concept of "thwarted impact," when employees want to make a difference but policies, processes, or rigid procedures prevent them from doing what's best for the customer. That resonated with me because hospitality is built on countless small decisions made by front-line teams. Can the front desk resolve a guest issue without unnecessary approvals? Can housekeeping adjust to an unexpected request? Can managers use their judgment instead of checking another box? Standards matter. Consistency matters. But if every exception requires navigating layers of process, even the best service culture starts to feel transactional. That's where culture stops being something on the wall and becomes something guests actually remember.
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Jemel Jones posted thisGreat hotel management is a balancing act. Every decision matters. Invest in the guest experience, manage costs responsibly, support your team, and deliver strong results for ownership. The challenge is that all of those priorities happen at the same time. That's why we focus on the fundamentals. Know your market. Pay attention to the numbers. Look for opportunities before they become problems. And never lose sight of the guest experience that drives long-term success. The data tells you what's happening. The people on property tell you why. When you combine both, better decisions tend to follow, and so do better results.
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Jemel Jones shared thisFor months, there were questions about ticket prices, travel demand, and whether the World Cup would draw the crowds many expected. The answer appears to be a resounding yes. With stadiums running nearly full and attendance tracking toward record levels, one thing is becoming clear: people will spend on experiences they view as truly special. As someone in hospitality, that's the takeaway that stands out most. Travelers may be more selective about where they spend their money, but they'll still make room in the budget for memorable events, bucket-list experiences, and opportunities to be part of something bigger than themselves. The World Cup is proving something we've seen across the industry for years: demand doesn't disappear. It concentrates around experiences people don't want to miss. Or, to put it another way, never underestimate people's willingness to travel long distances and pay premium prices for a great story they'll be telling for years. Full article: https://lnkd.in/ekEWX3v8
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Jemel Jones liked thisJemel Jones liked thisAbout a year ago, I signed an NIL deal with WWE through the Next In Line program. I never officially shared the moment, but looking back, it’s something I’m incredibly grateful for. WWE has been part of my life for as long as I can remember. Growing up watching my dad, I got to see not only what happened on TV, but the work, sacrifice, discipline, and responsibility that came with his platform. Having that example in front of me helped shape the way I approach my own journey. Football is my focus, and I’m blessed to continue that journey at the University of Florida. At the same time, having the opportunity to build my own relationship with WWE feels like a full-circle moment. I’m grateful to WWE and the WWE NIL team for believing in me and giving me another platform to learn, grow, and tell my story. Most importantly, I’m grateful for my family and my dad for setting an example I’ve been able to learn from my entire life. Excited for everything ahead. Just getting started. #WWE #WWENIL #NextInLine #FloridaGators #NIL
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Jemel Jones reacted on thisJemel Jones reacted on thisThere’s no shortage of data, technology, systems, and resources available to hotel operators today. The differentiator is execution. How do we turn those tools into better decisions? How do we make our teams more effective? How do we improve the guest experience while protecting profitability? Those are the conversations I’m most interested in as we head into Marriott’s Franchise FORUM this week. At Lodgco, our responsibility as a management company is not simply to operate a hotel, it’s to make the resources available to us actually work for the owner, the team, and the guest. Looking forward to two productive days in Fort Lauderdale. #HotelOperations #HotelManagement #HospitalityLeadership #Marriott #LodgcoHospitality
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Jemel Jones liked thisJemel Jones liked thisI had the opportunity to meet with my friend and mentor, Paul Levingston, over breakfast in Indianapolis last month. It was so nice to see him and catch up, and it's just a powerful reminder to me of how a single person's belief can completely transform your career. Paul took the time to understand what truly drove me as a person. He recognized that my drive in sales was directly tied to my personal aspirations, specifically funding my passion for travel, nice shoes and building the life I wanted outside of the office. Paul didn't force me into a corporate mold, he used my personal goals to motivate me. He gave me the space to be myself, and his trust allowed me to excel. Paul, I am so grateful for your continued guidance and friendship. #Leadership #mentorship #salesleadership #personalgrowth #gratitude
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Jemel Jones liked thisJemel Jones liked thisFrontera Hotel Group is proud to announce that one of our capital partners has completed the acquisition of the Courtyard by Marriott Dallas Addison/Midway — our second management assignment with Marriott Hotels this year, following the TownePlace Suites Houston Hobby Airport acquisition in February. Addison continues to be one of the most dynamic growth markets in North Texas. The town's $240M Addison Junction mixed-use development is set to break ground this fall alongside the DART Silver Line, which now connects the area to more than 200,000 jobs within a half-mile of its stations. And just a short drive down the Dallas North Tollway/LBJ Freeway corridor from our hotel, the Dallas Mavericks are moving forward on their new arena and entertainment district at the former Valley View Mall site — one of the largest sports developments in North Texas history. Combine that with Addison's existing draw — Galleria Dallas, Addison Circle, and a dense corporate base — this submarket is positioned for real, sustained demand growth for years to come. We're also gearing up to kick off a full property renovation at the Courtyard by Marriott Dallas Addison/Midway in the coming months, to match the energy of this market. #Hospitality #Marriott #HotelInvestment #Dallas #Addison #RealEstate #Growth
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Jemel Jones liked thisJemel Jones liked thisSometimes I hear people throw around hotel revenue numbers and I realize how misleading those numbers can sound if you don’t understand what is actually happening behind the scenes. And before anybody comes at me, no, I'm not a hotel owner. The numbers in this graphic are illustrative, and while they are directionally pretty close, every hotel is different. So if one line item is a little higher or lower than what you see at your property, don’t hold it against me. The point is to show how much sits between revenue and what an owner actually keeps. A hotel does $20 million in revenue and your first reaction might be, “That hotel is making a fortune.” But revenue is not profit. Not even close. Rooms may generate most of the revenue, but F&B, meetings and events, spa, parking and other streams all contribute to the top line. Then the expenses start. Labor. Departmental costs. Sales and marketing. Utilities. Repairs. Technology. Insurance. Management fees. Brand fees. Distribution costs. And even after you get to gross operating profit, the story still isn’t finished. There are property taxes, FF&E reserves, debt service, capital expenditures and owner expenses. Suddenly that giant revenue number looks very different. This is why understanding the business side of hospitality matters. We spend a lot of time talking about guest experience, and we should. But every experience has economics attached to it. Somebody has to pay for the people delivering it, the technology supporting it, the building housing it and the infrastructure keeping it all running. Two hotels can generate exactly the same revenue and produce completely different results. One might have dramatically higher labor costs. Another might have expensive debt. One might rely heavily on third party distribution and pay significant commissions. Another might have a strong direct booking strategy. Same revenue. Completely different business. A hotel can also be incredibly busy without being incredibly profitable. High occupancy looks great from the outside, but if you are filling rooms at the wrong rate, through expensive channels, while operating costs keep climbing, being busy does not necessarily mean you are making more money. That is why ADR, RevPAR, GOP and distribution costs matter. They tell you whether the business underneath the guest experience is actually healthy. So when somebody tells you a hotel generates $20 million a year, that is the beginning of the conversation, not the end of it. Revenue tells you how much money came in. The real business is what happened to that money before it reached the owner. --- If you like the way I look at the world of hospitality, let's chat: scott@mrscotteddy.com
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Jemel Jones liked thisJemel Jones liked thisWalk in Your World | Recently, HCA Florida Orange Park Hospital leaders stepped away from their usual routines to spend time alongside colleagues across our hospital, seeing their work up close and gaining a deeper understanding of how they care for and support patients each day. Through this shadowing experience, leaders saw the skill, teamwork and compassion that make care possible across many areas of our hospital — from the ER and surgical services to supply chain, therapy and radiology. Experiences like this help us better understand how to support our colleagues, remove barriers and continue building a culture where excellent people make excellence happen. Thank you to each colleague who welcomed our leaders into your world and shared the meaningful work you do each day. At HCA Florida Orange Park Hospital, we show up for our patients, our community and each other.
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Jemel Jones liked thisJemel Jones liked thisA new chapter begins. I am thrilled to announce the acquisition of the DoubleTree by Hilton Denver North Westminster! This property represents more than just another investment—it’s an opportunity to reimagine a hotel with incredible history, create memorable guest experiences, and continue building on my “purpose.” Thank you to everyone who helped make this milestone possible. Here’s to the journey ahead!
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Jemel Jones liked thisJemel Jones liked thisGreat week at Global Business Travel Association (GBTA), connecting with customers, travel buyers, industry partners, and fellow hospitality professionals. One of the highlights was partnering with Joelle Niemaszyk to host the Embassy Suites activation at Hilton's Client Event. It was a fantastic opportunity to showcase our brand, highlight the great experiences our hotels deliver every day, and connect with customers, travel buyers, and industry partners through some truly great conversations. From new connections to valuable industry insights, the week was a great reminder of the power of bringing people together and the important role travel continues to play in building relationships. Thank you to everyone who stopped by, shared perspectives, and spent time with us throughout the event. Looking forward to continuing the conversations and building on the momentum ahead. #GBTA #BusinessTravel #EmbassySuites #Hilton #TravelIndustry #HiltonForBusiness
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