That line – from former Remington Hospitality CEO Sloan Dean – is the thesis behind AI Hospitality Group (AIHG), launched in late September 2026. Coverage from Asian Hospitality (Sept 28, 2026) puts the sharper number first: more than 80% of AIHG’s management fee is meant to come from an incentive tied to profit performance, not a conventional fee linked to room revenue. In a market flooded with generative AI pilots, that is a different wager.

The model: manage the P&L, not sell another dashboard

AIHG says it will manage hotels under management agreements, take responsibility for the P&L, and use AI to run operations rather than peddle another software platform. Dean is joined by co-founder and CTO Kishan Dahya, COO Eve Moore, and founding partner and head of data and analytics Zach Cunningham.

The company claims more than 60 AI agents connected to more than 20 hotel systems, spanning accounting, recruiting, procurement, revenue management, and commercial operations.

The stated design goal is familiar: keep people on guest-facing work while AI absorbs more back-office and administrative load. The uncommon part is compensation. If most of the fee depends on profit, the operator’s upside and the owner’s GOP are supposed to move together.

AIHG has floated a target of more than 500 basis points of GOP margin improvement at a full-service hotel. That remains a company aspiration, not a demonstrated portfolio result. Early design partners named in coverage include The Ameswell Hotel in Mountain View, California, and two properties associated with Parable Hospitality, with measurement focus on time to hire, RFP response speed, and revenue forecast accuracy.

Why the timing lands hard for owners

Labor still dominates hotel economics. A March 2026 NYU SPS and Boston Consulting Group analysis found labor costs account for about half of hotel gross operating margins, with 65% of North American hotels reporting staffing shortages in 2025 and labor costs up 11.2% year over year.

The same research cites AI-supported housekeeping scheduling cutting room prep time by about 20% in one deployment, and AI-enabled waste tracking cutting food waste by roughly 50% within eight months in another.

Yet buying AI has not equaled productivity. The State of Distribution 2026 (NYU SPS, RateGain, and HEDNA) – already familiar to HotelBizLink readers from the broader genAI adoption debate – found more than half of hotels use or are procuring generative AI, while fewer than one in 10 report cutting manual work by more than 30%. More than 80% of commercial teams still spend one to two days a week producing and analyzing reports by hand.

AIHG is betting that integration and workflow redesign inside a management company beat another point solution. NYU SPS and BCG’s 2026 framing supports that logic: AI creates value when it is embedded in operations and produces measurable business outcomes. Skills remain a drag – only about 2.9% of full-time employees in travel and tourism have AI skills, versus about 21% in technology and media.

What owners should diligence before signing

• Define the baseline. Profit-tied fees are only as honest as the starting GOP, the measurement window, and which costs count.
• Ask who owns the data and integrations. Coordinating existing systems is attractive; opaque data rights are not.
• Separate task automation from margin. Faster reporting does not automatically improve GOP if work simply migrates onto property teams.
• Watch guest metrics alongside productivity. An AI-native operator that wins labor hours but loses satisfaction has not solved the owner’s problem.
• Treat the 500 bps claim as a hypothesis. Early results at Ameswell and Parable-linked assets will matter more than the agent count.

Key Takeaways

• Sloan Dean’s AI Hospitality Group launches with a management model where more than 80% of fees are intended to be profit-linked incentives.
• AIHG claims 60+ AI agents across 20+ hotel systems and positions itself as an operator, not a software vendor.
• Design partners include The Ameswell Hotel (Mountain View) and Parable Hospitality-linked properties; GOP +500 bps is a target, not proven portfolio performance.
• Industry context: labor is about half of GOP margins; genAI adoption is widespread, deep ops impact is rare.
• Owner diligence should focus on baseline definitions, data control, and guest outcomes – not agent marketing.

Bottom Line

AIHG reframes hotel AI from “which tool” to “how much risk will the operator share.” If early properties show sustained GOP gains with stable guest scores, profit-tied management could pressure traditional fee structures. If results stall at task-level wins, it will look like another tech narrative wearing an operator badge. Watch the P&L, not the pitch deck.

Co‑founder and Managing Director Rahul Bhatia will now assume interim management of the airline until a new CEO is appointed, with the company signaling that a permanent successor will be named “in due course.” Elbers, a former KLM chief whom Bhatia personally recruited in 2022, had been tasked with transforming IndiGo from a domestic low‑cost giant into a more globally‑oriented, service‑enhanced carrier, overseeing network expansion, international‑fleet growth, and brand‑upgrade initiatives. His departure, however, comes amid a bruising period in which the airline canceled or delayed thousands of flights, faced heavy passenger backlash, and saw profit drop sharply, leaving questions about how the new leadership setup will stabilize operations and repair IndiGo’s public image.

For the Indian aviation sector, Elbers’ sudden exit underlines the intense pressure on front‑line airline leaders when systemic issues—pilot‑scheduling rules, aging fleets, and infrastructure bottlenecks—collide with high‑speed growth. The decision to hand interim control back to Bhatia, a long‑standing owner‑operator familiar with the airline’s fractious relationships with suppliers, regulators, and employees, suggests a preference for continuity and internal trust during a period of reputational recovery. As IndiGo searches for a new CEO, the industry will be watching closely to see whether the airline doubles down on cost‑driven expansion or shifts toward a more balanced, reliability‑centric strategy aimed at regaining traveler confidence.

Key Points

• IndiGo CEO Pieter Elbers has stepped down with immediate effect, citing personal reasons, after a three‑and‑a‑half‑year run.

• The airline’s managing director and co‑founder, Rahul Bhatia, takes interim charge as IndiGo begins its search for a new CEO.

• The resignation follows a major December 2025 operational crisis that led to thousands of cancellations and a sharp profit drop.

Bottom Line: Elbers’ departure marks a pivotal moment for IndiGo, forcing the airline to reconcile rapid growth with operational resilience as it transitions leadership amid ongoing scrutiny from regulators, passengers, and the highly competitive Indian aviation market.

In a statement, AHLA announced Rogers’ resignation, stating that he “resigned last Friday to pursue other professional interests.”

Rogers had joined AHLA as its chief executive in 2019, transitioning from his role as the president and CEO of the Asian American Hotel Owners Association (AAHOA), where he had served for five years.

AHLA’s board of directors is now forming a committee to search for candidates to fill the CEO position. They will also be enlisting the services of an executive search firm to assist in the process.

Kevin Carey, who has been AHLA’s COO since 2017, will continue in his role while also serving as the interim president/CEO.

AHLA boasts a membership of over 30,000 hotels.

The Hall of Leaders recognition is reserved for individuals making sustained and notable contributions that positively shape the travel industry and elevate industry-wide standards, as per the U.S. Travel Association.

Geoff Freeman, President, and CEO of the U.S. Travel Association, expressed admiration for the impactful contributions of both honorees, stating, “Elliott and Peter each have created a lasting impact across the travel industry while successfully leading organizations that better the communities they serve.”

Elliott Ferguson, at the helm of Destination DC since 2009, has played a pivotal role in fostering economic development through tourism. He has also been actively involved in philanthropy, notably through the American Experience Foundation, Destination DC’s affiliated non-profit. Reflecting on Ferguson’s leadership, DC Mayor Muriel Bowser remarked, “Elliott has helped tell our story and share with the world what we already know: that Washington, DC, is the greatest city in the world.”

Peter Herschend, a key figure in the early days of Brand USA, has been instrumental in Missouri’s infrastructure projects. His contributions extend beyond the travel industry, with notable roles in environmental initiatives such as Ozarks Water Watch and the Upper White River Basin Foundation. Missouri Governor Michael L. Parson praised Herschend, stating, “Peter is a true champion of Missouri who always works to do right by our state and people.”

All three honorees, including the 2022 Hall of Leaders recipient Roger Dow, will be celebrated by the U.S. Travel board of directors at a dinner in Washington, D.C., on November 15, marking a momentous occasion in recognition of their invaluable contributions to the travel industry.

The announcement came amidst the U.S. Travel Association’s annual Educational Seminar for Tourism Organizations (ESTO) conference, a gathering attended by over 1,000 destination marketing professionals. This year, the conference was held in Savannah, GA. The award is determined by the National Council of State Tourism Directors, representing the official tourism offices of all U.S. states and territories. The honoree is chosen through a vote conducted ahead of the ESTO event.

Taking the helm of Michigan’s destination marketing organization in July 2015, Lorenz orchestrated a significant revival of the state’s tourism industry. His innovative marketing campaigns showcased Michigan’s spirit of inclusivity, fostering community engagement while leading efforts to enhance accessible travel options. Notably, these endeavors generated substantial returns on investment for the state.

Lorenz adeptly adjusted Travel Michigan’s marketing strategy in 2022 to align with the competitive landscape of post-pandemic domestic leisure travel. An external study revealed that Travel Michigan’s advertising influenced nearly 2.1 million leisure trips to the state in 2022, contributing to a total spending of $3.1 billion and generating over $195 million in state tax revenue. This translated to an impressive 11:1 return on investment, marking the highest in Travel Michigan’s history.

In addition to his marketing prowess, Lorenz is a prominent advocate for enhancing accessibility for both visitors and residents. He spearheaded the development of a website showcasing accessible travel options within the state and initiated a grant program to incentivize local destinations to improve accessibility for disabled travelers.

Community engagement emerged as a cornerstone of Lorenz’s achievements, as he spotlighted Michigan’s distinct culture and attractions. Local musicians and voices were prominently featured in Travel Michigan’s commercials and digital campaigns, reflecting his commitment to showcasing the state’s essence.

Lorenz’s leadership extends to the realm of sustainable travel, as he actively champions the expansion of electric vehicle infrastructure throughout Michigan.

Beyond his role with Travel Michigan, Lorenz holds positions of influence on various boards and associations, including the Executive Committee of the Board of Directors for the U.S. Travel Association. He also serves as Chair of Great Lakes USA and Cruise the Great Lakes, and is a board member of multiple tourism-related organizations.

Lorenz’s background includes experience in partnerships, promotions, and radio broadcasting, with a 14-year tenure in the latter field.

The nominees for State Tourism Director of the Year are put forth by state and territory tourism directors. From these nominations, a trio of finalists is presented annually, with the recipient chosen through a ballot vote.

What they said:

“Dave is a tremendous steward of Michigan’s diverse and thriving travel industry,” said U.S. Travel Association President and CEO Geoff Freeman. “His dynamic approach to marketing the Great Lakes State has been highly successful, creating meaningful benefits for the economy and people of Michigan in an increasingly competitive domestic travel market.”

“As we continue to highlight the tremendous opportunity Michigan offers as a destination to live, work and visit for families of all backgrounds, the work to market the state through the Pure Michigan campaign and efforts of the Travel Michigan team has been critical to changing perceptions and welcoming all people to our state,” said Quentin L. Messer, Jr., CEO of the Michigan Economic Development Corporation. “Dave’s passion for the industry and his love for Michigan have helped to guide Pure Michigan into a nationally recognized brand bringing economic impact across both of our beautiful Michigan peninsulas.”

The Spanish business that develops software for the aviation sector announced Gilliland’s appointment as CEO on November 14, 2022. Gilliland succeeds Jim Davidson, who will assume the position of vice chairman.

The software investment group Vista Equity Partners purchased Accelya in 2019. Using this investment, Accelya acquired Farelogix in 2020. Accelya has around 250 airline customers and closes to 2,500 staff.

Gilliland was most recently the CEO of Cherwell Products, an Ivanti-owned Colorado firm that develops information technology software for organizations. Gilliland has worked with Sabre for 25 years, beginning as a software developer.

In 2003, he was appointed chairman and CEO of Sabre, a position he held until 2013. While he was working there, He was called one of the highest-paid executives in the tourism industry. He has supervised over 10,000 people in sixty countries.

Eight out of every 10 undervalued employees are seeking a new job. According to new national data released recently, one-third of all employees in the UK, or nearly 10 million people, feel undervalued at work.

The ‘Appreciate Report,’ commissioned by Appreciate Business Services, Love2shop’s parent company, was created to reveal the degree of workplace satisfaction in 2022.

It demonstrates the genuine importance of employee rewards, with three-quarters of individuals (75%) believing that firms that give their employees regularly are more likely to recruit a higher caliber of employees, and 52% believing that productivity rises when they feel valued by their company. According to the survey, 41% of individuals who feel undervalued believe that regular awards from their company would increase their feeling of value, while the same amount believes that gift vouchers from their work throughout the year would make them feel more appreciated.

Nearly four-fifths (79%) of undervalued employees are searching for a new job, with the ratio rising to nine out of ten (90%) within the 18-24 age group.

According to the Appreciate Report, UK firms spontaneously gift employees an average of 1.3 times per year, despite respondents stating that this number should be increased to 2.3 times per year for employers to make employees feel valued. The research also discovered a gender disparity in workplace gift giving, with males receiving an average of 1.5 presents each year compared to women receiving 1.2. In addition, over half of those surveyed (46%) have never gotten a spontaneous present from their company, and more than a third (36%) believe their boss never or seldom appreciates their work or deeds. Surprisingly, just 12% of employees strongly feel that their bosses are generous.

In terms of a professional breakdown of workplace satisfaction, employees in publishing and journalism reported feeling the least valued, followed by those in the performing arts, the environment, and agriculture. When questioned about feeling appreciated at work, the top three occupations were property and construction, insurance and pensions, and law. Law enforcement and community members reported receiving the fewest spontaneous presents from their employers each year, at 0.3, while those in business, consulting, and management reported receiving the most, at 2.4 per year.

Workers in London and Northern Ireland feel the least valued, with an average value assessment of five out of ten, closely followed by those in the East Midlands (5.5). Employees in the South West are the most valued (6.5), followed by those in the West Midlands (6.1) and the North West (6.5). (5.9).

In addition, 92% of employees in the capital who feel undervalued are now searching for a new job, compared to 42% in Yorkshire and the Humber.

Six out of ten employees believe that days off, flexible working hours, and providing multi-retailer gift cards are the greatest methods to express thanks. If they were given a multi-retailer gift card, a startling 89% would spend it on food, drink, or apparel.  A study found that experts attribute it to the current cost of living problem with 30% indicating they would use it on their weekly buys. When asked about the importance of employee rewards, more than half of respondents (57%) say bonuses and regular rewards help employees feel valued at work, while 86% would feel valued at work if they received a surprise multi-retailer gift card or gift voucher worth £150, with only 7% saying it would not help them feel valued.

Frank Creighton, Director of Business Development at Appreciate, said:

“The extent to which UK workers feel undervalued and under-appreciated is alarming. 

“The fact that one-third of staff feel undervalued should be a massive wake-up call for UK business, particularly in light of the report, which found almost half (49%) of people would feel a heightened sense of loyalty to their employer if they felt valued by them”. 

“How undervalued employees are resolving this situation poses even greater concern. Our report’s data indicates that many will continue to vote with their feet by finding a business that does appreciate them”. 

“This ongoing nationally recognized trend, now known as the ‘Great Resignation’, is costing companies a huge amount of unexpected expenditure in recruitment, training, and time and that’s why it’s so important for more businesses to start making staff feel appreciated – by changing their attitude towards rewards”.

The highly skilled and trained Job Corps students, who have undergone hospitality and related training programs, are expected to take over the more than 130,000 open jobs in hospitality.

The Job Corps students access will get access to hotel jobs and AHLAF’s flagship apprenticeship program, through the help of this collaboration.

With access to Job Corps’ locations nationwide, AHLAF will be able to complement its existing workforce development programs by connecting its members with graduates from hospitality, culinary, facilities maintenance and other related Job Corps programs.

“Through our work with AHLAF, we can tap into their robust employer network and put our Job Corps graduates on the path to success,” said Rachel Torres, National Director of Job Corps. “Employers are increasingly looking to Job Corps as a source of talented, well-trained workers. We are all working toward the same goal as we begin this partnership together.”

“We are proud to team up with Job Corps as a platinum partner to strengthen our retention and recruitment programs,” said Sarah Cozewith, vice president of workforce development at AHLA Foundation.

About AHLA Foundation & Job Corps
The AHLA Foundation, the charitable giving arm of the American Hotel & Lodging Association, is dedicated to helping people build careers, improve their lives, and strengthen the lodging industry.

Job Corps is a federal career technical training and education program for young people who aspire to higher-paying careers and higher education.

AHLAF is a philanthropic organization that aims to educate and empower the hospitality workforce. It is also committed to creating an industry which is “as diverse as the guests we serve”.

The research published its findings after reviewing public company boards of 30 hospitality companies and 262 board members. They reviewed 10-k filings on corporate brands of public hospitality companies based in the United States. Using a data range of six years to track progress, some of the key findings include:

• Hospitality public company boards comprised 22.5% women in 2021. The Russell 3000 averaged 25.6 percent female board members in 2021 and will reach 27% in 2022.
• 7.6 percent of hospitality public company board members in 2021 were African American, up from 6.3 percent in 2020 and equivalent to pre-pandemic 2019 levels.
• There are three Black board chairs, one of whom is female. Only two boards had no female representation.

Research was conducted by the Castell Project. AHLA Foundation and Castell Project recently merged and stated they share same values of bringing diverse voices to the top.

“This research is crucial as part of the AHLA Foundation’s commitment to advancing diversity in hospitality,” said AHLAF Vice President of Workforce Development Sarah Cozewith

“While there is still work to do, we are proud to see the industry making DE&I a priority and look forward to tracking continued progress in 2023 and beyond,” said Peggy Berg, founder of the Castell Project.