AAHOA’s Strength Is Its Members, and Kamalesh (KP) Patel Will Ensure They Lead the Way
By AAHOA Staff
When Kamalesh (KP) Patel stepped into AAHOA leadership, he wasn’t seeking a title – he was answering a call to serve. His journey to becoming the 2025-2026 Chairman of AAHOA was shaped by his deep roots in hospitality, firsthand experience as a hotel owner, and a firm belief that AAHOA is at its best when it delivers real, measurable value to its members.
“We exist to serve our members, not the other way around,” KP said. “This year, every decision we make will be centered around one thing: Helping all hotel owners succeed. Whether it’s driving profitability, advocating for responsible and fair franchising practices, or providing new financial resources, my goal is simple – put money back in our members’ pockets to keep.”
As KP prepares to lead AAHOA into a bold new era, he reflected on his journey, the lessons he’s learned, and the impact he hopes to make.
A Path Back to Hospitality
KP’s story mirrors that of many AAHOA Members. The son of Indian immigrants, he grew up in the hotel industry, spending his childhood working the front desk, helping housekeepers, and handling maintenance calls. But at first, he resisted the idea of following in his family’s footsteps.
“My parents worked tirelessly to build their business and a future for their family, and I saw firsthand how much time and effort it took. I told myself I’d do something different,” KP recalled. “I went to law school, thinking that was my path. But during my first year, I had a realization – why work 16-hour days in law just to turn around and reinvest in hotels? I was resisting what was already in my blood.”
He returned to the family business, but not without challenges. He had to prove himself, earning respect and responsibility. That experience shaped his leadership style – one grounded in transparency, accountability, and the belief that no one is entitled to success.
His journey with AAHOA followed a similar path. Initially skeptical, KP assumed AAHOA was only for “big-time hoteliers.” That perception changed when he attended an AAHOA National Advocacy Conference in Washington, D.C.
“I saw firsthand what AAHOA does – fighting for hotel owners, advocating for policies that impact our businesses, and creating real opportunities for members. That was the moment everything clicked,” KP said.
From that point, he immersed himself in AAHOA’s mission – first as an Ambassador, then as a Regional Director, and later as an Officer.
“AAHOA should work for every hotelier – whether they own one hotel or 50,” he said. “And that’s exactly what I’m focused on as Chairman.”
A Community of Hoteliers, Led by Hoteliers
For KP, AAHOA’s greatest strength is its people. Leadership isn’t about one person – it’s about a community of all hoteliers working together to build something greater. Every decision, every initiative, and every success at AAHOA will be the result of a team effort – the members, Officers, Board Members, and dedicated professionals working together for the betterment of the industry.
As Secretary, KP worked to increase transparency, ensuring members understood the decisions being made on their behalf. As Treasurer, he strengthened vendor relationships and uncovered substantially lost revenue from prior leadership – work that led to a stronger business development team and new vendor categories that now bring direct, tangible value to AAHOA Members.
As Vice Chairman, he focused on continuity and bold decision-making, particularly regarding AAHOACON, ensuring it delivered the strongest return on investment for members and vendors alike. But his most significant contribution has been instilling a “one-team” mentality across the organization – moving away from siloed decision-making and toward a collaborative and transparent approach where every initiative is centered on members’ best interests.
“AAHOA doesn’t belong to any one individual – it belongs to every hotel owner who believes in the power of this association community,” KP said. “That’s what makes us strong.”
What’s Next for AAHOA: A Year of Bold Action
As KP steps into his role as Chairman, his leadership will center around three key priorities: Profitability, engagement, and advocacy.
Driving Profitability for Members
“In today’s economic climate, hoteliers are being squeezed at every turn – higher operational costs, tighter lending markets, ever-increasing brand mandates. If AAHOA isn’t providing real solutions to help members increase revenue and reduce costs, then what are we doing?” KP asked.
That’s why AAHOA is focused on new initiatives to strengthen financial resources for hotel owners, reduce operational costs, and leverage its collective buying power to maximize member profitability.
“These aren’t just ideas – they’re real workable solutions, designed to help members save money and operate more efficiently,” KP said. “This is how AAHOA will deliver tangible value.”
A Stronger Voice in Advocacy
For hotel owners, the stakes have never been higher. From unfair franchising policies to drive-by lawsuits to increasing regulations and costs, the challenges keep mounting – directly impacting the bottom line.
That’s why we’re launching the AAHOA Advocacy Council – because hotel owners can’t afford to wait for change. We have to drive it,” KP said.
This new initiative will unite experienced hoteliers, policy experts, and industry leaders to take a strategic and proactive approach to advocacy. It will act as a rapid-response team, ensuring AAHOA can mobilize members, engage lawmakers, and push for policies that protect hotel owners – whether at the local, state, or federal level.
But AAHOA’s commitment to advocacy goes beyond policy – it’s about impact. “We’re not just reacting to challenges – we’re leading the conversation,” KP said. “AAHOA is ensuring that hotel owners have a seat at the table – at the national, state, and local levels, and then with brands – where the decisions that shape our industry are made.”
And that approach is already making waves. In the past year, more brands have re-engaged with AAHOA, a direct result of the association’s relentless push for transparency, accountability, and open dialogue.
“We don’t wait for an invitation – we pull up a chair,” KP said. “AAHOA is on the front lines, pushing back on harmful policies, advocating for responsible practices, and holding brands accountable when owners’ best interests aren’t being served.”
This isn’t just about building relationships – it’s about driving and delivering results. Either with elected officials, or brand executives, AAHOA is – and will always be – the strongest, most unified voice for all hotel owners.
A New Era of Engagement
For KP, AAHOA’s strength isn’t in its name – it’s in its people. The power of this organization has always come from its members, and now more than ever, their voices, involvement, and leadership are needed.
“The biggest misconception about AAHOA is that it works for the board. That’s not the reality,” KP said. “AAHOA works for its members. Full stop. And if we’re not delivering value, creating opportunities, and strengthening this industry, then we’re not doing our jobs.”
That’s why his chairmanship will be defined by engagement, inclusion, and action. It’s about ensuring that every member has a voice and a role in shaping the future of this industry.
“AAHOA isn’t run by one person – it’s built by thousands of hoteliers who show up, speak out, and take action,” KP said. “If you want to see change, be part of it. If you want a stronger future, help shape it.”
AAHOA thrives when its members are engaged. That means stepping up – whether through advocacy, mentorship, networking, or simply making sure your voice is heard. AAHOA is only as strong as the engagement of its members.
“When we engage, we’re not just protecting our businesses today; we’re building a stronger, smarter, and more resilient industry for the next generation,” KP said.
AAHOA, Stronger Than Ever
As KP embarks on his year as Chairman, his goal is simple: Make AAHOA stronger than he found it. “I want every hotel owner to be able to say, ‘AAHOA helped my business.’ Whether through lower costs, better access to capital, or stronger advocacy, I want to see real results.”
So, when it’s time to hand the gavel to the next Chairman, what does KP want his legacy to be?
“That I stood unwavering in my commitment to our members from day one. That I made AAHOA stronger, bolder, and more relentless in driving profitability and engagement. And that when the industry looked to AAHOA, they didn’t just see an association – they saw a force leading the way.”
Eight Priorities, One Mission: Strengthening AAHOA
As 2025-2026 AAHOA Chairman, Kamalesh (KP) Patel is committed to strengthening the association by focusing on the core principles that drive success for hotel owners. His leadership will emphasize:
- Profitability First: Ensuring AAHOA’s initiatives, partnerships, and advocacy efforts directly support the financial success of its members.
- Stronger, Unified Advocacy: Expanding AAHOA’s role as the leading voice for hotel owners, driving policy changes that protect and empower the industry at the local, state, and national levels.
- Member Engagement: Creating more opportunities for members to connect, participate, and play an active role in shaping the future of AAHOA.
- Open Dialogue & Tough Conversations: Strengthening relationships with brands, policymakers, and industry leaders to push for transparency, accountability, and fair and responsible franchising for hoteliers.
- One Team, One Vision: Ensuring board cohesion, strengthening governance, and reinforcing a collaborative approach between AAHOA’s leadership and professional team to drive results.
- Investing in the Future: Expanding leadership development, education, and next-generation initiatives to ensure a strong pipeline of future hotel industry leaders.
- Transparency & Accountability: Keeping members informed, ensuring decisions are made with clarity, and reinforcing AAHOA’s commitment to being an owner-driven association.
- Giving Back Through the AAHOA Charitable Foundation: Mobilizing AAHOA Members to support communities, provide disaster relief, and champion meaningful philanthropic initiatives that reflect the spirit of hospitality.
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