AAHOA’s Board of Directors looks ahead to 2026 and beyond
By AAHOA Staff
Few groups have their fingers more firmly on the pulse of hospitality than the AAHOA Board of Directors. Together, they represent thousands of hoteliers whose properties form the backbone of the industry. We asked members of the Board to share their perspectives on the state of hospitality today – what’s changing, what’s challenging, and what’s inspiring them as they look ahead. Their answers offer a revealing snapshot of where the industry is headed in 2026 and beyond.
Kamalesh (KP) Patel
Chairman
What types of technology do you think will play the biggest role in hotel operations by 2026, and what should hoteliers prioritize adopting now?
The focus should be on technology that saves money and makes daily operations easier. Property management systems, revenue management tools, and automation that cuts labor costs can make a huge difference. My advice is not to chase every shiny new tool; pick the tech that directly improves your bottom line. Like I have said before, “I think the race here is not who adopts what first; I think the race here is going to be who standardizes this and adopts it first.” That is especially true for brand apps and digital systems.
What is your New Year’s resolution for the industry and for AAHOA?
My resolution for 2026 is simple: Help our members succeed and make AAHOA even stronger. That means focusing on profitability – finding ways for members to make and save money – while continuing to amplify advocacy, increase engagement, foster open dialogue, and invest in the next generation of hotel leaders. I want to hear from every member about what is working, what is missing, and how we can better support your business. When our members thrive, the whole industry benefits.
Rahul Patel
Vice Chairman
What do you anticipate will be the most significant challenge facing hoteliers in 2026?
High costs and labor shortages will still be big challenges. But I think technology can help. By automating some work and helping staff work more efficiently, hoteliers can keep profits while still delivering great guest experiences. Smart investment now will make a big difference later.
What is your New Year’s resolution for the industry and for AAHOA?
As I prepare to become AAHOA Chairman in 2026, my goal is to help the industry grow through innovation, education, and teamwork. I want every member to have the tools, training, and technology to succeed in a changing market. The new AAHOA native app will be a big part of this – making resources, networking, and guidance easier to access anytime, anywhere.
Pinal S. Patel
Treasurer
What types of technology do you think will play the biggest role in hotel operations by 2026, and what should hoteliers prioritize adopting now?
The technology that will make the biggest difference is the kind that helps owners grow profits. Systems that improve revenue management, track expenses, and streamline operations can directly impact your bottom line. I would focus on tools that help you make smarter pricing decisions, reduce unnecessary costs, and boost overall profitability. Technology should be about strategy, not just keeping up with trends.
What strategies or tips would you share to help hoteliers overcome the biggest challenges they’ll face in the year ahead?
Get involved and stay informed. Attend AAHOA events, connect with colleagues, and take advantage of programs like the AAHOA Marketplace, AAHOA Lending, and multiple strategic partners to save money and increase revenue. Watch your costs closely, speak up in advocacy efforts, and don’t hesitate to use the association’s resources or reach out to your network.
Vimal (Ricky) Patel
Secretary
What do you anticipate will be the most significant challenge facing hoteliers in 2026?
Rising costs will continue to be the biggest challenge. CBRE studies show that since 2019, insurance costs have risen by 241 percent, leisure and hospitality wages by 134 percent, and property taxes by 108 percent. To manage these pressures, owners need to use AAHOA programs, leverage strong vendor partnerships, and stay engaged in advocacy to protect their interests and control expenses.
What is your New Year’s resolution for the industry and for AAHOA?
My top resolution for 2026 is to help AAHOA Members manage one of their biggest challenges, rising property insurance costs. Insurance is a real concern for hotel owners, and AAHOA is taking action. We are collecting data from members to understand costs, coverage gaps, and solutions. Using this information, we are working to create an affordable, owner-friendly insurance program that protects businesses and makes things easier for owners, including arbitration, bad-faith protections, and avoiding long-distance settlements.
Laura Lee Blake
President & CEO
Where do you see the hotel industry heading over the next few years?
The hotel industry is standing at a crossroads. With expenses surging 7 to 10 percent (including labor costs up a staggering 11.2 percent), while revenues inch up just 1 to 3 percent, the focus must shift from growth to profitability. This is no longer about filling rooms; it’s about filling margins. We are entering an age that rewards those who operate smarter and lead with precision.
What strategies or tips would you share to help hoteliers overcome the biggest challenges they will face in the year ahead?
With margins under historic pressure, success will hinge on benchmarking everything, negotiating fearlessly, and empowering your teams to think like owners. My advice: Invest in learning. Through AAHOA’s partnership with Kalibri, our AAHOA Certified Hotel Profit Analyst (CHPA) and AAHOA Certified Hotel Profit Strategist (CHPS) programs will equip owners with the tools to analyze performance and grow their bottom line. In this environment, profit protection is not optional, it’s mission critical.
Neil Patel
Alabama Regional Director
What strategies or tips would you share to help hoteliers overcome the biggest challenges they’ll face in the year ahead?
Prioritize customer service by ensuring a welcoming attitude. It is crucial to invest in talent to retain staff and keep customers satisfied. Furthermore, hoteliers should prioritize investments that will yield both guest satisfaction and a strong return on investment.
Vik Zaver
Georgia Regional Director
Where do you see the hotel industry heading over the next few years?
The hotel industry has caught on to an extended-stay craze right now for temporary housing. It’s smart, but more research needs to be conducted before deciding to do extended-stay or new construction in general.
Ajay Patel
Mid South Regional Director
Where do you see the hotel industry heading over the next few years?
I see the industry continuing to grow, but success will depend more than ever on managing costs and protecting investments. Owners who take advantage of collective opportunities, like AAHOA programs and regional initiatives, will be in the best position to thrive. Staying proactive, connected to peers, and informed about trends and regulations will be key to long-term success.
Pinkesh Patel
North Carolina Regional Director
What is your New Year’s resolution for the industry?
A strong New Year’s resolution for the hotel industry is to prioritize sustainability and innovation. This means committing to environmentally friendly practices, such as reducing waste and energy consumption, while simultaneously embracing new technologies that enhance the guest experience and streamline operations. By fostering a culture of adaptability and responsibility, the industry can improve its resilience and appeal to a growing segment of eco-conscious travelers.
Dhiren Masters
North Texas Regional Director
What do you anticipate will be the most significant challenge facing hoteliers in 2026?
I anticipate hoteliers will be most affected by insurance costs, a decline in international travel – especially with world events coming in 2026 – tariffs, and an increase in brand dilution.
Bhavik Patel
Southeast Texas Regional Director
Where do you see the hotel industry heading over the next few years?
The hotel industry is moving toward technology, flexibility, and sustainability. Hotels will increasingly rely on artificial intelligence, automation, and mobile-first solutions to deliver faster, more personalized, and seamless guest experiences, while still needing to balance that with human service. Travelers will expect hotels to support work and leisure stays, offer wellness-focused and eco-friendly options, and create flexible spaces for both business and social use. At the same time, the industry must manage rising costs, labor shortages, and economic uncertainty, making efficiency and resilience critical. Growth will be especially strong in emerging markets and secondary cities.
Nilesh (Neil) Bhakta
South Pacific Regional Director
What is your New Year’s resolution for the industry and for AAHOA?
Unite AAHOA and our industry hoteliers together in advocacy to show our solidarity to legislators. We must be influential in order to make a valuable impact that protects both our industry and small businesses from unfavorable laws and policies.
Kalpesh Joshi
Upper Midwest Regional Director
Where do you see the hotel industry heading over the next few years?
The hotel industry is in a period of uncertainty. It’s important for owners not to overstretch themselves and to focus on maintaining what they already have. Only pursue new opportunities if it’s a truly good deal. Costs are rising, tariffs are unpredictable, and the market can change quickly. For now, the best approach is to watch, wait, and see how things develop.
Purnima Patel
Women Hoteliers Director, Eastern Division
What do you anticipate will be the most significant challenge facing hoteliers in 2026?
Skyrocketing insurance premiums that feel more like ransom than risk management; labor shortages that make it easier to f ind a unicorn than a reliable night auditor; tech overload; and booking channels that are taking a bigger bite than guests at the breakfast buffet.
Arti Patel
Women Hoteliers Director, Western Division
What strategies or tips would you share to help hoteliers overcome the biggest challenges they’ll face in the year ahead?
Diversify your portfolio, unless your current company model is already working exceptionally well for you. Embrace AI and explore options that help you manage operations more efficiently so you can be more effective with your bottom line. Manage hotel costs collaboratively as a team rather than handling everything on your own. When it comes to the workforce, it’s essential to find a balance between old-school and new-school approaches. Invest in your people instead of focusing only on workforce challenges, listen to what employees want, align those needs with your business goals, and build a company culture that is employee-centric rather than purely job-centric.
Image: Zeedign.com/stock.adobe.com
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