Brittain Resorts & Hotels is consistently recognized by leading industry publications, podcasts, and organizations for its performance, innovation, and leadership in hospitality management. These features showcase the company’s proven ability to drive profitability, elevate guest experiences, and create long-term value for ownership groups, investors, and partners. Explore the latest news and awards highlighting BRH’s people, strategies, and portfolio success.
April 8, 2026: We’re proud to celebrate Chloe Ketterer for being selected as an Influential Women honoree. Her passion for blending creativity, strategy, and storytelling to build authentic connections is what makes her work so impactful. Chloe brings a thoughtful, results-driven approach to everything she does, and this recognition speaks to the meaningful impact she’s making across the industry.
September 10, 2025: Olivia Barbeau, Talent Acquisition Manager at Brittain Resorts & Hotels, is among the 30 “rising stars” honored in Hotel Management’s 2025 Thirty Under 30 list. The recognition celebrates her early-career achievements and leadership in hospitality recruiting.
August 13, 2025: Facing softer demand and expected declines in revenue per available room in 2025, hotel revenue managers are focusing on creative strategies to sustain margins. Measures include empowering frontline staff for upgrades, using dynamic ancillary pricing, leveraging AI, optimizing labor through cross-training and contracts, and refining group-business and planning approaches.
In hospitality, a clean room isn’t enough. Guests expect that as a baseline. What sets a property apart — and what turns a one-time visitor into a lifetime brand advocate, is an experience so remarkable that guests want to share it with others.
In hospitality, search engines have evolved beyond their original role. Today, platforms like Google and TripAdvisor function less like traditional search tools and more like digital travel planners, guiding guests through rate comparisons, reviews, and booking decisions.
Environmental, Social, and Governance (ESG) principles are no longer optional in hospitality — they’re expectations. Nowhere is this more true than in coastal destinations, where the environment is both the greatest attraction and the greatest vulnerability. For owners, operators, and investors, sustainability in hospitality isn’t just about reputation. It’s about protecting the long-term viability and value of the asset.
In today’s hotel landscape, it’s no secret that online travel agencies (OTAs) dominate guest acquisition. For many hotels, reliance on OTAs accounts for 40% to 75% of bookings — and while that may keep occupancy strong in the short term, it comes at a steep cost. Commission fees eat away at revenue, and properties risk losing control of the guest relationship.
Condo hotels are gaining momentum as both an investment vehicle and a hospitality model. Blending individual ownership with professional resort management, they allow owners to enjoy personal use of their unit while generating income when it’s rented to guests. For developers, operators, and buyers, condo hotels represent a hybrid that combines the benefits of real estate with the revenue potential of hospitality.
Hospitality management isn’t just about operations, marketing, or revenue. At its core, it’s about trust. Owners are entrusting their most valuable asset — often a multi-million-dollar property — to a management company. The strongest relationships aren’t transactional. They’re partnerships built on alignment, transparency, and shared success.
In hospitality, crisis isn’t a matter of if, it’s a matter of when. Coastal resorts face hurricanes. Global operators face pandemics. Every property faces the potential for technology failures, PR issues, or labor disruptions. What separates strong management companies from the rest is…
Today’s travelers are looking for more than a place to stay. They’re seeking experiences that align with their lifestyles, from wellness to fitness to authentic connections with their destination. For hotels and resorts, investing in these amenities isn’t just about enhancing the guest experience. It’s about…
At this year’s Hunter Conference, one message came through clearly: hospitality is not short on opportunity, but it is demanding more discipline than it has in years.The tone across the conference was constructive, but selective.
In hospitality, GOPPAR is one of the clearest indicators of operational health. Unlike RevPAR, which only looks at revenue, GOPPAR accounts for both revenue and operating expenses, making it the ultimate measure of profitability.
Hospitality design isn’t just about aesthetics. The spaces developers create today determine how efficiently a property can operate, how much revenue it can generate, and how well it meets the evolving expectations of tomorrow’s travelers.
Labor has always been at the heart of hospitality and today, it’s also one of its greatest challenges. Rising wages, worker shortages, and shifting employee expectations are reshaping the way hotels and resorts operate.
For media inquiries, please contact Kelsey Dixon at [email protected].
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