STATE OF MICHIGAN PORTFOLIO PROFORMA SUMMARY
We passionately develop, own, and manage hospitality assets with a focus on operational efficiency and a genuine commitment to elevating the guest experience. As we celebrate 100 years in hospitality, we remain grounded in our legacy while continuing to innovate and shape meaningful experiences for guests and communities.
Our History
In 1926, our founders John, Sr. (Jack) and Marvin McKibbon set out to make their community of Gainesville, Georgia, a better place by opening its very first self-service grocery store As we celebrate our 100th anniversary in 2026, we reflect on that bold beginning the moment that sparked a century of entrepreneurship, innovation, and growth for the McKibbon name.
What started as a single Piggly Wiggly franchise quickly grew into something much larger. Just 20 years later, John (Jack) McKibbon, Jr. expanded the vision by developing the area’s first motor court, complete with a full-service restaurant. This forward-thinking approach laid the foundation for the company’s evolution, and by the 1960s, McKibbon had become one of the earliest Holiday Inn franchisees, with hotels operating throughout Georgia
In subsequent decades, hotel development and management became the heart of the business and remain so today. Since taking the helm in the early 1990s, John McKibbon III carried the legacy forward, growing the company’s presence across the Southeastern United States through partnerships with Hilton and Marriott, while cultivating a leadership team known for exceptional service and innovation. In 2019, he brought his vision full circle with the development of Kimpton Hotel Arras in Asheville, North Carolina an iconic project that transformed the city’s skyline and marked a new chapter for the company.
Now, as we enter our second century, the next generation is leading the way. J.B. McKibbon, IV continues the family tradition of growth and innovation, completing his first development project, Hyatt House Tampa Airport Westshore, in 2021 and becoming President of McKibbon Equities in 2023. Under his leadership, this new division focuses on development, asset management, and the McKibbon Family Investment Fund positioning the company for continued success.
Celebrating 100 years is not just about honoring our past it’s about building our future. With a century of experience behind us and a new generation at the helm, McKibbon remains committed to evolving, innovating, and shaping the hospitality industry for the next 100 years and beyond.
Our Milestones
1920s
1st Piggly Wiggly Franchise
Gainesville, Georgia
1940s
1st Motor Court Property
Gainesville, Georgia
1960s
Holiday Inn Franchised Hotels Georgia
1990s
1st Courtyard by Marriott Franchised Hotel Athens, Georgia
2010s
1st Kimpton Franchised Hotel Asheville, North Carolina
2020s
1st Hyatt House & Moxy Franchised Hotels Tampa, Florida & Asheville, North Carolina
Our Guiding Principles
Think bigger.
Being an industry leader means finding better, more innovative ways to serve our partners, guests and communities.
Love your community.
As hotel operators, we are not just hotel brand ambassadors we are city ambassadors. We believe in the cities we serve. It’s a big part of why we choose to do business there.
Do the right thing.
Our commitment to quality and integrity mean we’re not satisfied with good enough or “we’ll fix it later.” We invest our time, energy and resources into delivering heartfelt solutions.
Support each other.
The way we treat our work family serves as the foundation for how we do business. Be good to each other, and business will be good to us.
Make a lasting impression.
Above all, it’s how you are remembered that will stand the test of time. Every interaction is an opportunity to go above and beyond. Make it count.
11,043
Hotel Brands
Restaurant Brands
7
2
1,188
7
7 RESTAURANTS
Our Team
It’s not what we do, it’s how we do it.
At our core, we are operators first. It’s a unique perspective that’s critical to our management philosophy and proven track record of success. Our decades of experience in the hospitality industry guides everything from the partnerships we forge to the markets we choose and don’t choose to enter. We’re proud to be part of projects that have helped transform and reinvigorate communities across the U.S.
Through our shared vision, our team has led one of the fastestgrowing hotel management groups by embracing constant evolution, braving forward-thinking concepts, and retaining the best talent in the business.
We delight in the commitment to our employees, our partners, and our guests; it’s a reflection of who we are.
Associates
50
ASSOCIATES INTERNAL PROMOTIONS
9
3,075 2,125 AVERAGE # OF DAYS TO HIRE NEW ASSOCIATE NEW HIRES IN 2025
4.32 TOTAL COMPANY FAVORABILITY
Our Leadership Team
Randy Hassen Chief Executive Officer
Bruce Baerwalde President Lynn Prater Executive Vice President of Revenue Generation
Jess Hayden Vice President of Operational Excellence
Kiel Lombardo Vice President of Food & Beverage
Lauren Bowles Vice President of Communications
Jihad Lotfi, CRME
Senior Vice President of Revenue, Digital Commerce & Marketing
Michael Thomas Vice President of Business Intelligence & Analytics
Kari Elofson Senior Vice President of Operations
Weejen Lynch Vice President of Engineering
Mike Dickey Senior Vice President of Human Resources
Adam Winning Director of Operations Support & Analytics
Courtyard & Noble Experience
COURTYARD 30+ YEAR PARTNERSHIP
10 COURTYARD HOTELS In Our Management Portfolio
10+ YEAR PARTNERSHIP
13 NOBLE HOTELS In Our Management Portfolio
OPENING & TRANSITIONS
14 Opened, 20+ Transitioned
OPENING & TRANSITIONS
6 Opened, 33 Transitioned
AHLA Involvement
ASHLEY DIXON
Director of Talent Acquisition & Retention
Career Development Committee
MIKE DICKEY
Sr. Vice President of Human Resources
Human Resources Committee
JESS HAYDEN
Vice President of Operational Excellence
Sustainability Committee
J.B. McKIBBON
President, McKibbon Equities
Owners Committee
KIEL LOMBARDO
Vice President of Food & Beverage
Food & Beverage Committee
LAUREN BOWLES
Vice President of Brand Strategy, Communications & Events
ForWard Committee & Ambassador
JIHAD LOTFI
Sr. Vice President of Revenue Management
Distribution Community of Interest Committee
RAFAEL IBARCENA
Sustainability Manager
Sustainability Committee
RANDY HASSEN
Chief Executive Officer
Management Company Executive Committee
WEEJEN LYNCH
Vice President of Engineering
Safety & Security Committee
TRANSITION PLAN
Operational Transition
TRANSITION TEAM & PROCESS
• A checklist of transition tasks will be adjusted to suit this specific portfolio with tasks to be completed pre, during, and post transition. This will begin 30-days prior to transition and extend until 90-days post transition.
• A team of experienced McKibbon leaders to be deployed at each location on the day prior to transition and until two days post-transition. This would be a combination of GMs, AGMs, and operations managers ideally with extensive Courtyard experience.
• Food & Beverage and Engineering visits will be scheduled shortly after transition dates to support property leaders in process implementation.
• Weekly calls will be established with each hotel following transition to follow up on task list items and training.
HUMAN RESOURCES
• Current associates on property that will not be transitioning to McKibbon would need to be shared as early as possible so that we can begin recruiting and filling these roles ahead of transition date.
• Orientations will be scheduled ahead of transition dates with Human Resources team to assist in onboarding all associates.
• Benefits partners to support our team in coordination and enrollment of new associates.
• McKibbon Connect (Leader Orientation) to be scheduled specifically for General Managers and Sales Leaders in this portfolio.
Operational Transition
UTILITIES
• A 3rd party will assist in supporting utility contract transition
ACCOUNTING
• All entities to be built in Accounting Core prior to the first transition
SUBSCRIPTIONS & CONTRACTS
• Establish all subscriptions necessary prior to first transition to ensure ease of transition into new systems
• Audit all existing contracts
LICENSES
• Utilize 3rd party legal support for transition of liquor licenses
SALES & REVENUE
• We would request ability to join on property revenue calls prior to transition dates
• Planned integration of all hotels in portfolio into Delphi system and Lighthouse BI system
Our Transitions Team
Our seasoned transitions team brings decades of hospitality experience successfully onboarding hotels with precision, efficiency and care. We provide a seamless, hands-on approach designed to minimize disruption and position each property for long-term success. Our collaborative process ensures owners, associates and brand partners feel supported every step of the way, creating a smooth transition from day one and beyond.
Kari Elofson Sr. Vice President of Operations
Chris Williamson Director of Learning & Development
Jess Hayden Vice President of Operational Excellence
Dyan Swann Director of Payroll
Kiel Lombardo Vice President of Food & Beverage
Christina Yuschalk Sr. Corporate Recruiter
Tom O’Neil Sr. Director of Openings & Transitions
Blake Epstein Vendor Relations Specialist
Ashley Dixon Director of Talent Acquisition
Crowell Learning & Development Manager
Bruce Robinson Corporate Food & Beverage Director
Kristoff Ellis Corporate Food & Beverage Manager
Joshua
STATE OF MICHIGAN PORTFOLIO
Our Approach
We established a team of Revenue and Operations leaders to develop a collaborative team approach.
Revenue Generation Team leaders studied each location’s market share and segmentation results as of April 2026.
Revenue Team began projections by determining the Comp Set Index to CoStar Submarket Historical Results, then applied this index to CoStar forecasts for future months. Adjustments were then made to the Comp Set forecast based on trends & expectations.
Property top line forecasts were completed by projecting market share through 2031. Any topline revenue assumptions were included in individual property notes.
Operations Team restated the 2026 Actuals/Forecast for expense and labor model based on McKibbon comps and business approach, adjusting expenses to align with a franchise model.
Proforma format allows for reporting on rates of pay and hours worked by position. This detail is provided through the Proforma tab on each property as needed for discussion.
FINANCIAL PERFORMANCE
McKibbon Managed Savings
2026 – ACTUAL/FORECAST VS. RESTATE
$23,373,012
Franchise Fees & Fixed Expenses
FRANCHISE FEES
All fees modeled based on guidance provided to the following accounts
General Liability Insurance
Financial Performance
Market Share Performance
Portfolio Assumptions & Findings
REVENUE
• Topline revenue projections are based on the 2026 Actual/Forecast data provided. 2027-2031 modeling is predicated on 2026 performance.
LABOR
• A&G payroll sees savings in McKibbon managed structure due to elimination of voyager program & changes to leadership structure. All properties were projected with a GM, AGM, and some a GSM based on occupancy.
• F&B payroll tends to run higher under a McKibbon managed structure due to allocation of hours. Most of the Marriott financials reflected minimal hours coded to F&B – assumption is that this labor was coded to front desk based on comments made on asset manager calls.
• Sales deployment has been projected based on each property’s mix of business and market all with onproperty sales teams. Further details on sales deployment are provided in an additional slide.
Portfolio Assumptions & Findings
WAGES
• Wages were projected based on several metrics due to a lack of a detailed and complete census for each property
• Market research of average wages for current and past job postings
• Calculations of wage costs and hours used from existing financials
• Market average data available in McKibbon managed markets where comparable
PTEB & OTHER PAYROLL EXPENSES
• PTEB
o In existing McKibbon markets, averages of these comps were utilized to project these expenses. In markets where McKibbon does not currently operate, payroll taxes were matched to the existing expense and all other PTEB expenses were matched to the comp averages. It should be noted that on several hotels the history on rooms payroll taxes was very low if not non-existent.
• Other Payroll Expense (Bonus, Vacation, etc.)
o In all markets, comp averages were used to project these expenses based on McKibbon benefit plans.
• Several properties seem to show significant expenses under Medical Insurance and/or 401k. We have modeled these in line with our comps, however, need to understand if these were related to one-time disbursements or other related events that would have caused these significant amounts.
Portfolio Assumptions & Findings
OTHER INCOME
• Hotels that had purchasing rebates in history were restated with these amounts, however, have been reduced to $0 in future years.
• Due to Marriott’s mapping of sundries revenue to F&B, our restates and projections do not reflect accurate sundries revenue and expenses. Our restates and projections are aligned with history until we are able to identify the mix of sundries vs. Bistro revenue.
• Several hotels stand out with high revenue streams in late cancellation. Additional detail is requested on these; however, revenue has been restated and modeled accordingly.
INFO SYSTEMS & TELECOM
• We believe that there is a mix of HSIA & phone service expenses in mapping. Our restates reflect projected costs on both that align with our comps but also match close to the total expense of these items in history.
ROOMS
• On many hotels, linen & laundry expenses ran lower than our comps. These expenses were restated in line with our comp averages of similar revenues and size. There could be some risk of low linen inventory levels that should be inspected.
• Cable Rental expenses appeared to run higher than our comps at several locations. These expenses were restated and projected as current; however, we would work to renegotiate these contracts post-transition.
FOOD & BEVERAGE
• Existing financials list all revenues & expenses within one department, our restate reflects a spread of these expenses and revenues between restaurant & lounge.
• Many hotels show negative change in profitability within F&B. This primarily is due to very low food/beverage costs and/or extremely minimal staffing in these departments.
Portfolio Assumptions & Findings
ADMINISTRATIVE & GENERAL
• Equipment rental under A&G has been removed in our restate & projections based on the assumption that these items fall in the fixed expenses provided.
• Properties did not show music license expenses specified on existing financials; these were added into the restate. If theseexpenses were included in general license line items, additional clarification would be needed on this.
• Any security expenses have been restated, However, we will evaluate the necessity of these under each operation.
• Licenses & taxes are restated with historical amounts less the assumed liquor license expense, this was modeled under lounge.
MAINTENANCE & REPAIR
• Most expenses appeared to all fall within one- or two-line items – on each property these expenses were spread amongst all relevant departments. Life safety, exterminating, and grounds expenses however were maintained as current.
• Grounds & Landscape expenses on most properties continue to run higher than our comps, however, we have restated as current and will evaluate opportunities once we have the ability to do so.
• Waste removal expenses were updated based on projections provided by our waste removal consultant if cost savings were found.
• Contract service expenses are eliminated in our restate & projections as we assume this to cover expenses such as elevator service & exterminating that in most cases did not appear in history.
SALES & MARKETING
• Several hotels continue to run high in Promo-Hotel expenses. Details are needed on these expenses as we have modeled these to align with our comps.
Property Specific Assumptions & Findings
CHARLOTTE SOUTH PARK
• Base rent has been modeled at $352,051 annually as the 6% of revenue estimate would exceed this maximum annually based on our projections.
CHARLOTTESVILLE
• Property shows almost $300k in GNS revenue in 2026. This has been restated, but additional details are needed on if this revenue is expected to continue.
FT. LAUDERDALE PLANTATION
• eCommerce fees in history are over $100k – additional detail is requested on this spend.
Property Specific Assumptions & Findings
KANSAS CITY OVERLAND PARK
• Previously, there was an assumed expense for comp breakfast related to Panasonic. This was not maintained in our updated model due to the assumed departure of this business.
NASHVILLE AIRPORT
• Building repair in history exceeds $100k – we have restated this to be aligned with our model. However, details are requested on this spend.
RYE
• Assumed to not be a union property based on area research and current average wages.
• Property shows $211k in GNS revenue for 2026. This has been restated, but additional details are needed on if this revenue is expected to continue.
• There appears to be a significant increase in F&B payroll from 2025 to 2026 – was there a change made in coding or staffing?
Property Organizational Chart
Courtyard Atlanta Airport South
Courtyard Atlanta Perimeter Center
Courtyard Birmingham Homewood
Courtyard Charlotte South Park
Courtyard Fort Lauderdale Plantation
Courtyard Greenville Haywood Mall
Courtyard Kansas City Overland Park Metcalf
Courtyard Memphis Airport
Nashville Airport
Courtyard Raleigh Cary
Courtyard Rye
Courtyard St. Petersburg Clearwater
Courtyard Tampa Westshore
Courtyard West Palm Beach
Cost Containment & Ancillary Revenue Strategies
INFORMATION TECHNOLOGY
• Utilize existing partners to leverage savings opportunities with existing phone, HSIA, and Cable contracts – including an audit of channel line-ups
WASTE REMOVAL (RETRIEVER)
• Work with our waste consultant to integrate these hotels into our existing portfolio and maximize savings opportunities in waste cost
REST SYSTEM
• Evaluate implementing the Rest system as we have at other Noble assets to increase smoking fees
AVENDRA UTILIZATION
• Audit current Avendra spend and brackets to identify any additional opportunities
Cost Containment & Ancillary Revenue Strategies
EXISTING SERVICE AGREEMENT REVIEW
• Evaluate existing Landscape, Exterminating, Elevator Service, and Life Safety agreements to leverage existing relationships and reduce these expenses. Many hotels ran high on these lines
CONTRACT LABOR
• While we have modeled hotels to continue to utilize contract labor where it currently exists, upon takeover we would immediately work to reduce this as much as possible within the market
BANQUET SPACE RENTAL
• With the dedicated sales team members put on property, work to maximize revenue opportunities from existing meeting room spaces. Most hotels appeared to have opportunity in this area
COMMERCIAL STRATEGY
Digital Commerce Optimization Strategies
OBSERVATIONS & ACTIONS
• Critically low review response management, impacting overall review scores and leaves guest complaints unaddressed
• Assumed paid media management is being conducted by Marriott Digital Services. Transition to in-house management for customized strategy and potential cost savings.
• Opportunity to leverage METT email marketing program for market-level and theme-based cluster campaigns with other McKibbon-managed properties to expand reach to Bonvoy members.
• High Marriott DET scores across the portfolio. Content opportunities exist specifically in room type differentiation and value-add special offers
• Improve online reputation and sentiment through focus on review response management to meet McKibbon benchmarks
*Individual property metrics available in files uploaded to Dropbox
Revenue Management Optimization Strategies
• Review premium room type opportunities weekday vs weekend
• Collaboration between marketing and revenue in travel ad spend with a focus on need dates and limiting spend during high demand dates
• Implementing McKibbon SOPs over special events to maximize ADR potential (similar to players in Ponte Vedra/JAX Beach or Gainesville football)
• Engage local OTA market managers for a more detailed and tactical approach to strategy than what Marriott corporate allows
• Evaluate all packages and package premiums, working with sales and marketing to build evergreen and seasonal packages
• Focus on channel optimization with marketing that align with revenue segmentation opportunities
Sales Optimization Strategies
• Utilizing lighthouse account displacement tool to identify and remove underperforming accounts either due to:
o ADR
o Displacement on peak nights
• Reviewing all contract business, CLC or project related utilizing our IPA form to validate profitability of business while ensuring we maintain RGI goals
• Reviewing group on the books:
o History, wash and patterns and adjusting for forecast purposes
o Reviewing cancellation and attrition clauses
o Updating OY group forecasts to ensure unconstrained demand is accurate
• Utilizing our wish/walk template for future RFPs/accounts
• Building out and deploying cross selling initiatives and SOPs for clustered sales teams
Sales Deployment
MARKETS IDENTIFIED FOR A CLUSTERED SALES APPROACH
Tampa Westshore
Hyatt House, Hampton Inn & Suites, Hilton Garden Inn,
Homewood Suites Avion Park,
Springhill Suites Tampa Westshore
15.5% Allocation
Market Director of Sales
Senior Sales Managers (2)
Sales Manager
Sales & Service Coordinator
6.4% Allocation
Banquet & Catering Manager
Sales & Banquet Coordinator
St Petersburg Clearwater
Hampton Inn & Suites Clearwater
53% Allocation
Dual Director of Sales
100% Allocation
Sales Manager
Sales & Service Coordinator
Charlottesville
Residence Inn & Hampton Inn
Charlottesville
24% Allocation
Market Director of Sales
100% Allocation
Sales Manager
Allocations for RI & HIS reduced for MDOS and remain the same for SSC
Aloft Greenville Downtown
38% Allocation
Dual Director of Sales
Dual Sales Manager
Dual Sales & Service Coordinator
Allocations based on 2024 Total Revenues. Tampa Westshore Banquet allocations based on 2024 Banquet Revenues.
Greenville
Sales Deployment
MARKETS MODELED WITH DIRECTOR OF SALES ONLY
Properties selected based on a review of mix of Negotiated, Group, and Contract business, in addition to market, clientele, and overall performance. History from 2023 through April 2026 was utilized.
All other properties modeled with Director of Sales and Sales & Service Coordinator.
PROPERTY
COMMERCIAL STRATEGY
Courtyard Atlanta Airport South
SALES STRATEGY
• Local Negotiated Corporate Accounts (high volume, low-rate market). This submarket is rate-sensitive but high volume with Airport vendors and subcontractors, Construction tied to ATL expansion and Medical logistics.
• Group Strategy – Small but frequent wins is the goal. Focus on small group related to Sports, Training, Government.
• Strengthen Airline crew & Aviation contracts and contacts. This is one of the highest stability demand pools in the ATL South submarket.
• Differentiate the hotels' competitive position in the South ATL Corridor. We are competing with Airport North Corridor properties (closer to the terminal), Extended stay brands and Budget airport hotels.
• Capture Convention Spillover from GICC and Airport Corridor during high demand times. This hotel is near the Georgia International Convention Center, which can create short stay on compressed dates.
Courtyard Atlanta Airport South
REVENUE STRATEGY
• Clear growth already here YTD with a $9 growth in ADR. A lot of this is due to the increase in BAR RN mix of 10% despite rate down $6. Most of this business was shifted out of group combined with a reduction in redemption stays.
• Property contract business also is down 150 RN YOY, with a $19 increase in rate which benefited overall ADR. (need more detail on what the contract business is and sizable increase in Feb/Mar 2026 ADR)
• GICC is the second largest convention center in the area which is nearby the hotel – although there are other hotels directly next to/attached and the CY does not sit on the sky rail like GICC does.
• Brand.com performance is down, so with the growth in retail they are seeing we believe much of this is coming from OTA
PIPELINE/NEW SUPPLY
Courtyard Atlanta Perimeter Center
SALES STRATEGY
• Corporate Negotiated Demand Generator – Target and grow share from companies in and around Perimeter Center and Sandy Springs areas. Focus on training from local corporate clients.
• Healthcare Strategy – Target visiting nurses, training, recruitment, and vendors. The Perimeter Center market benefits from proximity to Northside Hospital, Children's Healthcare of Atlanta, and Emory Healthcare.
• Event Compression Strategy – Leverage compression from citywide events occurring in nearby Atlanta; Truist park, State Farm Arena, Mercedes-Benz Stadium.
• Government & Contractor Business Strategy – The larger opportunity comes from organizations that support government agencies rather than the agencies themselves. Focus on training programs, project teams, and extended-stay needs.
• Group Sales Strategy – Focus on training sessions, sales meetings, board meetings, recruiting events and package guestrooms and meeting space together.
Courtyard Atlanta Perimeter Center
REVENUE STRATEGY
• There is a general need to improve group occupancy at this location. Focus would be on group/negotiated and continuing to grow retail which has already seen strong growth in 2026 as a mix %
o Need to understand ADR loss in Retail if this is due to strategy to capture more rooms or market conditions
• Superbowl projections have been adjusted from CoStar to what the market saw in 2019 during the last Super Bowl. CoStar projected a 40% lift in ADR, however, in prior years this market only experienced around 11%.
• Improving discount efficiency to support overall ADR growth trying to target 80%
• Will evaluate Per Diem opportunities such as Fed Rooms to capture more room nights. Strong Per Diem rate relative to Group/Negotiated
• 3 new hotels have opened since 2021 which are impacting MRI opportunity
PIPELINE/NEW SUPPLY
Courtyard Birmingham Homewood
SALES STRATEGY
• Review current airline crew agreements to determine when it is up for renewal and create plan for rate growth. Crew ADR is $94.70. Is there another airline we can target for higher rate if we cannot get from current?
• Group – Target sports venues for partnerships with tournaments such as Birmingham CrossPlex, also Target area theaters and arenas for concert and festivals such as the Sidewalk Film Festival, Alabama State Fair, UAB Football games.
• Corporate Group – hotel sits among one of the strongest areas for corporate HQs including Blue Cross Blue Shield of Alabama, Encompass Health, Shipt (a Target company) Vulcan Materials, Brasfield & Gorrie which is a construction company, Hoar Construction, Regions Financial, Protective Life, Alabama Power. It looks like there is a lot of opportunity for developing strong growth within these companies for both group and negotiated.
• Negotiated – analyze current Top accounts, what are we missing and where is there opportunity for growth in rooms and rate? Market seems to have many strong drivers for this segment in Samford University, UAB for athletics and academics, Regions Finance has HG, Alabama Power, Hibbet Sports HQ, Protective Life HQ.
• Medical – Many hospitals in the area to saturate for opportunities including Children's of Alabama Hospital, Brookwood Baptist, UAB Hospital, St. Vincents, Southern Research Institute is a Biomedical research company.
Courtyard Birmingham Homewood
REVENUE STRATEGY
• Contract business started in March 2022 and peaked in 2023. Assumptions are based on maintaining the current crew business.
• The contract ADR is low at $94.70. Without this business the property would see a $15 ADR improvement, but a $17 RevPAR impact. The market demand does not seem strong enough to replace all the occupancy that would be lost if we no longer had this business.
• Retail segment is seeing growth YOY in both RNs and ADR. We would need to evaluate the performance against the comp set in D360 to understand if we could push this any further.
• Other Discount efficiency is 79.1%, and this segment has the 2nd highest ADR after Retail. There is not much opportunity for ADR increase in this segment.
• If there is no opportunity to push further in Retail, the ADR growth will need to come from negotiated, group and contract segments.
Courtyard Birmingham Homewood
Courtyard Charlotte Southpark
SALES STRATEGY
• Grow Local Negotiated Corporate Accounts – Focus on securing preferred rates and increasing share from existing accounts. Target companies within the SouthPark and Park Road Corridors. Industries that have an impact on the market include – Financial services firms, Healthcare organizations and Patient family lodging for procedures and treatments, Consulting and professional services companies, Construction and project-based businesses from new development projects in the area along with Government agencies.
• Strengthen Healthcare Partnerships – SouthPark's healthcare sector is a significant demand driver, generating both negotiated and extended-stay demand.
• Focus on Weekend Demand Generators – The hotel's location near SouthPark, Uptown, and charlotte Douglas Airport supports multiple weekend demand segments. Target SouthPark Mall shopping traffic, Weddings, Youth sports tournaments, Queens University visitors, Charlotte leisure travelers
• Capture Uptown Charlotte Business – Many companies visiting Uptown offices are looking to control travel costs. Target Rate-Sensitive Corporate Travelers; Pursue Uptown Hotel Displacement – Build relationships with CVB, Chamber and travel managers when Uptown hotels are in demand from sold out conventions and citywide events.
• Capture SouthPark Overflow – When premium hotels sell out or rates increase, Courtyard can capture displaced corporate travelers seeking a Marriott branded option in the same submarket.
Courtyard Charlotte Southpark
REVENUE STRATEGY
• Contract business has been added, averaging 107 RNs at $100 ADR per month
• Weekend opportunity in both Rooms and ADR showing a decline of 10% through April over T12 compared to –1.5 in RGI on weekdays. Set is adding rooms and ADR on weekends. Do not have a segmentation breakdown but this will be a focus
• Significant developments planned for the area to make it more upscale – we assume this will contribute to organic growth in rate as a result with elevated brands and offerings.
• There was significant Room Night growth in early 2025 – not able to deduce what caused this growth?
• Assumption is that 2026 Occ forecast growth is related to the added crew business.
PIPELINE/NEW SUPPLY
Courtyard Charlottesville
SALES STRATEGY
• Conduct a CNR/LNR review for opportunities within already negotiated accounts. Target the following employers along the US 29 corridor, including the University of Virginia, UVA Health, Sentara Healthcare, Crutchfield, State Farm, S&P Global, CFA Institute, WillowTree, and World Strides. Conduct an account review of corporate accounts currently utilizing competitor hotels.
• The defense sector is one of the largest economic drivers and can represent a source of lodging demand. Develop a dedicated defense and intelligence sales initiative targeting the National Ground Intelligence Center (NGIC), Rivanna Station, Northrop Grumman, General Atomics, CACI, Sverdrup Technology, and other defense contractors. Utilize the government per diem and contractor-specific rate programs to drive consistent weekday occupancy from project, training and TDY travelers.
• Expand partnership with the University of Virginia, including athletic events, admissions programs, alumni functions, medical conferences, research symposiums, and university affiliated training programs. Position the hotel as a preferred overflow option for university events during peak compression periods.
• Aggressively pursue healthcare and medical-related room nights by targeting UVA Medical Center, UVA Health, Sentara Healthcare, AYA Healthcare/traveling nurses, medical vendors, pharmaceutical representatives, patient referrals, and clinical training programs. This will also include the Rivanna Futures area where AstraZeneca is investing $4.5 billion along with other biotech opportunities. Prospect for project-related base business for weekday/weekend occupancy.
• Grow group occupancy during need periods by targeting regional sports tournaments, youth athletic events, wedding blocks, and association meetings. Focus on shoulder nights and weekend demand to improve occupancy while maintaining the hotel's ADR premium over the competitive set.
Courtyard Charlottesville
REVENUE STRATEGY
• FedRooms is a top account around $136 – we believe it to be falling into Negotiated segmentation
• Renovation completed here recently – July 2024
• This property is the largest in its set – however we believe there is opportunity within segment mix. We have modeled to reach a 100 MRI which is an achievable metric based on this equating to about 9 additional rooms on average per night.
• Hotel has taken an aggressive ADR approach to group relative to Industry set. Set has doubled Group production YTD but at lower ADRs helping them maintain total Occ
• ARI dip in 2027 and on is due to focus on optimizing mix to improve MPI by 15 Pts
• Risk of losing Reward Status here as the mix has dropped YTD 2026 from 2025. This could also have negative impact on overall ADR
Courtyard Charlottesville
Courtyard Ft. Lauderdale Plantation
SALES STRATEGY
• Identify and renegotiate all current low rated accounts as well as identify higher rated accounts in market to shift using BI Tools, Mint reports, market data. Segmentation shows decline in Special Corporate over the past four years so this segment would be a target for growth.
• Evaluate partnerships/agreements with local demand generators, adjust strategy to ensure we are seeing strong share from events at the right price. Examples of local target accounts:
o Motorola Solutions (Corporate, Training, vendors and contractors)
o DHL Express headquarters (project teams, corporate travel, international travel, logistics contractors)
o Magic Leap (engineering teams, vendor visits, long stay project, and product launch)
• Target high value consulting projects, training overflow rated construction crews: UKG, Virgin Voyages, Bluewater Yachting are targets that bring employees into the area for training.
• Additionally targeting the Plantation Tech Park, Nova Southeastern University, Boward Health, HCA Florida, and Memorial Healthcare system
• Sports travel related to youth baseball, soccer tournaments, basketball tournaments, and cheer/dance competitions that are hosted in Plantation, Sunrise, Davie, and Weston markets
Courtyard Ft. Lauderdale Plantation
REVENUE STRATEGY
• Weekend Demand Strategy (Packages & Partnerships) - Launch Shopping + Park & Cruise/Park & Fly packages leveraging Sawgrass Mills & Broward Mall proximity. Build local partnerships (retail, transportation, venues) for visibility and value-adds. Focus on weekend gap fill without discounting ADR (use perks vs. rate cuts).
• Room Type Optimization - Weekends: Increase double premiums during peak leisure demand. Weekdays: Push king premiums across corporate, transient, and groups. Limit premium room allocation to: Run-of-house and Contract/group segments. Align pricing with true demand by day of week
• Event & Compression Strategy - Target high-impact demand from: Amerant Bank Arena, Hard Rock Stadium, Broward Convention Center. Focus on Major concerts (Pop/Rock/Latin), 55K-65K+ attendance large scale events @ HRS and mid-scale 19,000 attendance @ ABA. Multi-day festivals and Leverage megaevents (F1, Orange Bowl, CFP, international soccer) for rate positioning
PIPELINE/NEW SUPPLY
• N/A
Courtyard Greenville Haywood Mall
SALES STRATEGY
• Group Sports – Focus on visiting teams, officials, recruiters, and tournament participants. Anticipated opportunities from GE Vernova Park Stadium, the new Greer Sports and Event Center and the Greenville Convention Center
• Convention Center – The hotel's proximity to the Greenville Convention Center creates substantial opportunity for exhibitor and attendee business
• Healthcare – capture a mix of patient-related ledging, medical vendors, recruiting visits, training programs, and healthcare contractors from nearby Prisma Health, Bon Secours and Shriners Hospital
• Negotiated – Focus on the manufacturing and technology corridor to grow weekday occupancy by increasing production from local negotiated accounts while protecting ADR and focusing on accounts that generate consistent year-round demand
Courtyard Greenville Haywood Mall
REVENUE STRATEGY
• Collaborate with sales team to maximize transient and group demand/ADR during events at Greenville Convention Center, GE Vernova Park & Greer Sports & Event Center
• Packages: Discover Package is priced same as BAR, add premium to this; Breakfast offer is $40 above BAR, needs appropriate pricing adjustment; add Park & Fly offer
• Currently the hotel has per diem with breakfast the same as per diem. If focus is on occ shift, add complimentary breakfast offer to remaining room types. If focus is on ADR, add a rate premium to this offer as well as remaining room types.
• Hotel has lost 2 spots in RGI all due to Occ (ADR improved to 2 of 6 from 3 YTD). Understanding through D360 where the loss is coming from will help dictate large portion of strategy
Courtyard Greenville Haywood Mall
Courtyard Kansas City Overland Park Metcalf
SALES STRATEGY
• Lean into SMERF and youth sports segments for weekend business – Target: Scheels Overland park Soccer Complex, Blue Valley Sports Facilities, Baseball/Softball Complexes, Volleyball Tournament Venues.
• Focus on a competitive edge by being flexible with parking & breakfast charges – especially for cost conscious youth sports groups.
• Focus on re-solidifying relationships with Panasonic to ensure capture on ongoing and future business after construction of facility.
• Target new accounts in market to help in replacing Panasonic business including T-Mobile, Menorah Medical Center and University of Kansas Medical Center, Cosentino's.
• Saturate local and national companies in the area office parks including SouthCreek Office Park, Corporate Woods Office Park (Morton Salt, Edward Jones, MetLife).
Courtyard Kansas City Overland Park Metcalf
REVENUE STRATEGY
• Proactive discussions across Sales/Revenue/Marketing to replace the occupancy when the Panasonic project wraps up.
• Adjust breakfast/parking package premiums – current positioning seems too aggressive for a single breakfast offer at $15. Target weekends here.
• Consider building MSX packages to help drive weekend business without discounting retail too deeply.
• Utilize Expedia accelerators and hidden promos to target need dates where Occ index is low. Focus accelerators on 90+ window, Airbnb placement in future dates is coming in higher in some shops completed.
• Weekend savers package for parking is not always available – need to evaluate the yield management strategy.
• Evaluate increasing AP discounts for future need months and consider adjusting lead time to 4 instead of 7 nights
PIPELINE/NEW SUPPLY
Courtyard Memphis Airport
SALES STRATEGY
• Comp set is further south and east of the airport area. Review the current airline crew contracts, when they come up for renewal? Are there other airlines that have a better schedule to offer more production throughout the year?
• Grow occupancy by targeting area construction and project teams, consider if CLC is right based upon the ADR in the market.
• Review current Top Accounts, what is the cause of the negotiated decline from 2025, and determine what accounts we can grow or shift. Target FedEx, airport logistics companies, trucking and freight companies which often have training and transient needs.
• Group – Target Oakhaven Stadium and other venues for sports groups; Graceland House, Graceland Soundstage, Hernandos Hideaway, The Gallery and other venues for visiting bands and entertainers.
• Government – per diems are strong for this market, review FedRooms and DOD; is the hotel currently contracted with these?
Courtyard Memphis Airport
REVENUE STRATEGY
• Work with sales to ensure group patterns/availability and pricing is attractive to grow this segment
• Negotiated – suggest dynamic pricing over static to capitalize on higher demand weeks/patterns
• Graceland – consider package opportunities for weekends; Elvis week in August
• Park and fly is available on the website, is there value? Currently 5 other hotels show shuttle service on Expedia.com, evaluate their packages.
• Per diem 2nd strongest ADR segment at $129, ensure there is availability in multiple room types for occupancy strategy when appropriate.
• Significant new supply that will impact MPI growth in 2028 and beyond
• Strong improvement in BAR rate which did help elevate negotiated ADR YTD but Group has not kept up
Courtyard Memphis Airport
Courtyard Nashville Airport
SALES STRATEGY
• Negotiated is pacing down for 2026 in rooms and rate, especially midweek on Tues – Thursday. Review midweek opportunities including Aviation and Logistics companies based near the airport as well as companies like Dell and Honeywell with regional offices, how they are priced vs comp set.
• Group – Cargo companies like Amazon Air, FedEx, UPS, Omni Logistics, Red Arrow have cargo crews that come to Nashville, is the hotel targeting these for future bookings?
• Project/Training - Menzies Aviation and Swissport Intl. Are two companies with training programs and stay in hotels by the airport. During inclement weather months, emergency crews come to support the local teams.
• New Demand Generators and Events – 2027 will see the new Nissan Stadium & World Stage Sports venue open which will bring many new basketball events for men and women's teams as well as other events. Work to solidify partnerships with hotels for overflow and compression strategies. Bitcoin 2027 International is moving back to Nashville.
• Airline crew – BNA has an airport terminal expansion project which is due to complete in December 2027 which allows for new opportunity with airline growth. Hotel currently does not have crew, though comp set does at this time.
Courtyard Nashville Airport
REVENUE STRATEGY
• AP appears to only be at a 5% discount – likely opportunities to adjust here to capture more room nights.
• Projections reflect an increase in negotiated & group room nights which will initially have an impact on rate growth, however future years reflect continued growth in line with the market.
• While RGI is not as high as 2024, hotel has been able to improve back to a rank of 2 of 10 from 3 YTD through April
• Current strategy of focus on weekend occupancy while growing ADR is a big part of this growth and we would continue to focus on this strategy with teaks to improve RGI
• Strong Retail production YTD improving mix to over 33% and ADR by $4 – our goal would be to continue to improve this metric and ensure weekend/weekday balance
Courtyard Nashville Airport
Courtyard Raleigh Cary
SALES STRATEGY
• Corporate Negotiated Account Growth – Expand negotiated corporate accounts. This should be the highest priority, with a specific focus on companies throughout the Research Triangle and Cary markets.
• Sports Market Penetration – Build relationships with tournament directors and sports housing providers. Capture sports-related room blocks from tournament by targeting nearby WakeMed Soccer Park, North Carolina FC, North Carolina Courage, USA Baseball events, Regional swimming, baseball, soccer, volleyball and basketball tournaments.
• Healthcare Strategy – Target medical demand from major healthcare systems in the Triangle region. Focus on nearby WakeMed Health & Hospitals, Duke Health, UNC Health for opportunities in medical training programs, physician recruitment, and patient family lodging.
• University Market Strategy – Focus on North Carolina State University, Duke University and University of North Carolina at Chapel Hill for opportunities in athletic travel, graduation and homecoming weekends and research partnerships and conferences.
• Entertainment Strategy – Build partnerships with local demand generators such as Lenovo Center, Koka Booth Amphitheatre and Downtown Cary festivals and events. Identify opportunities with touring crews, performers and leisure travelers.
Courtyard Raleigh Cary
REVENUE STRATEGY
• April 2025 had an event with Dreamville that was not repeated in 2026
• We believe there still has to be a challenge with CY Crossroads Cary impacting this hotel's positioning. The other property opened in 2021 and is within 10 minutes of this location which opened in 1988. Crossroads also has more to offer in the immediate area.
o Will need to evaluate what type of paid media opportunities we have to target this CY and push more traffic towards this CY
• Hotel is about 25 keys larger than the avg in the set with only HWS larger by 1 room.
• There are hefty premiums on the 1Bedrooms – will evaluate opportunities to maximize production versus complimentary upgrades
PIPELINE/NEW SUPPLY
Courtyard Rye
SALES STRATEGY
• Group – target area venues like the Capital Theater, Playland Park, area Golf Courses and Country Clubs for group business.
• Corporate group and negotiated – Pepsico, Morgan Stanley, Mastercard, Acadia Trust are some of the companies with HQ's in the area, analyze top accounts and create a plan for shifting share.
o Additional ones include Regeneron, IBM, 800 Westchester Avenue Tenants,
o HPN Airport travelers that want to stay close to HPN but be central to White Plains or Stamford
• Create a list of separate targets if its Stamford versus White Plains.
o "10 minutes from Stamford without Stamford Pricing"
• Sports teams there is a large focus on Hockey, Lacrosse, Soccer and Baseball.
o Westchester and Fairfield County host tournaments year-round
• College and University Visitors
o Purchase College, Manattanville University, Iona University
Courtyard Rye
REVENUE STRATEGY
• Develop/Add Brand Packages to draw the leisure traveler, specifically missing from the website is "Discover Rye" and "Grand Getaways" (10% for suites MLOS2)
o Additional focus on Playpland Park and NYC Weekend commuters/visitors
• Consider adjusting retail rate positioning in order to drive more occupancy midweek.
• Opportunity to work with Expedia on promotions/accelerators to drive occupancy on lower time periods.
• Create package in conjunction with the Capitol Theatre, Playland Park, Golf Courses as appropriate.
• Work with digital marketing to develop plans targeting NYC residents for long weekend stay packages throughout the year and adjusting as seasons shift.
• Work with Westchester Airport to load distressed passengers depending on ADR
PIPELINE/NEW SUPPLY
• N/A
Courtyard St. Petersburg Clearwater
SALES STRATEGY
• Increase group base with our extensive knowledge of the market. Top targets would be Paychex, St. Pete Grand Prix, NAA Power Plant and Coast Guard.
• Focus on the sports segment which is a large producer of room nights year-round "My Hockey" holds 6 large tournaments a year in the area producing hundreds of room nights. There are approximately 5-7 other hockey tournaments in the area to target.
• Leverage our current in market sales teams to uncover new business opportunities. Cross sell with our Hampton to increase share. Hampton currently works with the Tampa Bay Convention center for overflow groups which will be another top target. Leverage McKibbon's relationship with the Tampa CVB which should produce immediate room nights.
• Evaluate the current corporate negotiated accounts for ADR increases based on market knowledge. Raymond James has a large presence in the area with only some room nights currently at Courtyard, this should be a target along with General Dynamics, GE, Honeywell, and Lockheed Martin.
• Leverage the hotels shuttle service to shift business from comp set hotels that do not offer the service. Valpak has a large facility very close to the Courtyard which would be a top target for this added amenity.
Courtyard St. Petersburg Clearwater
REVENUE STRATEGY
• This property is one of the largest in the set, so it is assumed that occupancy is already stabilized. The focus will need to be more on ADR.
• Redemption ADR is down $16 to LY. Are they a lower category this year?
• The Home2 opened in June 2025 and has been shifting share from this market. This property seems less impacted than some others due to not competing for loyalty members. Corporate is the Home2's 2nd highest segment behind retail, so it is likely that they are shifting some of this property's accounts. Assume that is why Jabil production is declining as they do have a rate loaded for them. Do they have breakfast included in their rate?
• Consider offering breakfast vouchers/discounts to top accounts or new accounts if not already doing so rather than discounting rate to shift.
• Government is up to LY. Home2 does not currently have DOD. The only other hotel with rates loaded was FFI. If property becomes at risk of Home2 securing this, may need to consider offering breakfast since it is the top account in the market.
• It has become necessary to play in other discounts more than in the past to offset some of the declines the market is seeing. This is the segment declining the most YOY, but the ADR is also declining and discount efficiency dropped 5.4%. These tactics should be deployed for targeted need dates based on occ index – any weekdays that do not have as much corp/gov OTB and Thu-Sun with limited group base.
Courtyard St. Petersburg Clearwater
Courtyard Tampa Westshore Airport
SALES STRATEGY
• Prospect for another airline crew to replace the Spirit crew that averaged 720 room nights per month at $134.
• Share shift opportunities from the 2 Midtown hotels; Aloft and Element include TECO, Kforce and Primo Water.
• Cluster the Courtyard within the current Westshore Sales Team and deploy a member of the team to office from the Courtyard.
• Group segment is currently aligned with the set, however, will need to look for additional opportunities to replace the crew rooms. Targets include: NY Yankees Spring Training, Tampa Bay Bucs Training, University of Tampa Sports, Leisure groups attending events at Raymond James Stadium, along with overflow from DT Convention groups and small meetings with group rooms.
• Review current LNR and CNR to increase rate where possible as current discount is 40% - Big declines YOY in General Dynamics, Cigna, Deloitte, and Quad/Graphics, Inc.
Courtyard Tampa Westshore Airport
REVENUE STRATEGY
• Review Retail pricing to be more competitive to grow revenue/room night mix in this segment. Location near Midtown hotels such as Aloft/Element should give us more confidence in retail pricing
• Adjust the pricing for 2K everyday to make it more attractive, currently this is $20 over Member Rate.
• Review/Adjust Packages:
o Offer a Package that includes 1 breakfast for guest. Currently, there are 2 packages that includes Breakfast for 2.
o Courtyard Bistro Breakfast for 2: +$23 over Retail
o Discount Tampa (Marriott Leisure Package): +$20 over Retail
• Offer all eligible Marriott Leisure Package Offers, this includes adjusting what is offered for the Discover Tampa Package.
• Review pricing of the room types, currently the room type listed as 2 Doubles and room type listed as 2 Queens are priced the same which is +$10 over Kings on the weekends. Review pushing rooms with 2 Queens to at least $5 over the room type with 2 Doubles over high demand weekends.
Courtyard Tampa Westshore Airport
Courtyard West Palm Beach
SALES STRATEGY
• Review and renegotiate LNR/CNR contracts for rate growth. Determine what accounts in market the hotel is not getting fair share. Target accounts in the office park – Carrier, FedEx, Equus Capital.
• Identify Partnerships/Demand Generators they have agreements/relationships with and determine opportunities. Cacti Park – Washington Nationals and Houston Astros Spring Training, County Fairgrounds, iThink Amphitheater.
• Government group is a strong segment for the area. Capture Secret Service details to take advantage of the President's Mar a Lago visits.
• Use McKibbon's current client base and knowledge of this market to secure higher rated project business/training programs instead of lower rated construction business.
• Work with current Hampton West Palm Beach that McKibbon manages to determine opportunities for partner accounts.
• Strong DOS at the Hampton WPB, opportunity to cluster sales.
Courtyard West Palm Beach
REVENUE STRATEGY
• Balance Occupancy Growth with Rate Integrity: As we target new accounts and groups, we will want to maintain consistent ADR growth, especially when displacing higher-rated retail.
• Optimize Room type Pricing: Reassess premiums by day of week; push higher premiums during peak demand across corporate, transient, and groups when possible. Limit premium room allocation to: Runof-house and Contract/group segments.
• Leverage Market visibility & Cross-Portfolio Insight: Utilize insights across managed hotels within the Palm Beach-Deerfield corridor to better anticipate demand and position each asset appropriately.
• Refine Government Segment Strategy: Adjust discounts seasonally 0-5% Jan-Apr (depending on when Easter falls) with LOS controls; evaluate deeper discounts May-Sep if needed; full availability Oct-Jan based on per diem strength.
• Demand Event & Compression Strategy: Continuously adjust by day of week, seasonality, and demand shifts to maximize occupancy and ADR.
o Target high-impact demand from:
▪ Palm Beach County Convention Center – 4000+ attendance to compress out of downtown
▪ CACTI Park of the Palm Beaches – 1,500-2,000+ attendance
▪ IThink Financial Amphitheatre – 12,000-15,000+ attendance
Courtyard West Palm Beach
Why McKibbon?
With nearly a century of hospitality expertise, our approach shapes everything from strategic partnerships to market expansion. Most importantly, our projects have played a meaningful role in transforming and reinvigorating communities throughout the U.S.
We have a lot to be thankful for and proud of at McKibbon, and even more to look forward to.
Marriott
Partnership Circle Award
- McKibbon Hospitality, 2020, 2017 & 1995
J. Willard Marriott Award of Excellence
- Rada Kukrika, Courtyard Orlando Maitland, 2020
- Theresa Wilson, TownePlace Suites Pensacola, 2014
Alice S. Marriott Community Service Award
- Aloft Asheville Downtown, 2019
Community Service Hotels of the Year Award
- Residence Inn Macon, 2019
- TownePlace Suites Pensacola, 2013 & 2012
Aloft Hotel of the Year Award
- Aloft Greenville Downtown, 2018
Opening Hotel of Year Award
- Aloft Greenville Downtown, 2016
- Aloft Asheville Downtown, 2012
Diamond General Manager of the Year Award
- Courtyard Gainesville, GA
- Residence Inn Fort Myers at I-75
- Residence Inn Tallahassee North/I-10 & Capital Circle
Aloft General Manager of the Year Award
- Aloft Jacksonville Airport, 2019
- Aloft Asheville Downtown, 2016
Kimpton & IHG
Kimpton Crusher Franchise Award
- Kimpton Hotel Arras, 2021 & 2022
Kimpton Torchbearers Award
- Kimpton Hotel Arras, 2025, 2024 & 2023
IHG One Rewards Guest Love Award
- Kimpton Hotel Arras, 2023
Best New Select Service Property
- Hyatt House Orlando Airport, 2023
World of Care Award
- Hyatt House Orlando Airport, 2025
Hilton Hyatt Industry
Connie Pride Award of Merit
- Homewood Suites Orlando Airport, 2018, 2016 & 2014
- Homewood Suites Jacksonville, 2018, 2011 & 2010
- Homewood Suites Birmingham, 2011 & 2010
- Homewood Suites Tampa Westshore, 2011 & 2010
- Home2 Suites Wildwood-The Villages, 2024
Conrad Achievement Award
- Home2 Suites Wildwood-The Villages, 2024
Hunter Conference Award for Excellence & Inspiration
- John McKibbon, 2025
Metropolitan Ministries Foundation Legacy Award
- John McKibbon, 2024
Explore Asheville’s William A.V. Cecil Tourism Leadership Award
- McKibbon Hospitality, 2024
Tampa Bay Business Journal Businesswoman of the Year
- Lynn Prater, 2025
AHLA General Manager of the Year
- David Giaco, 2025
Wine Spectator Award of Excellence
- Bargello, 2025
Mississippi Tourism Association’s Lodging Property of the Year
- AC Hotel Jackson Ridgeland, 2024
Associate Care
We truly believe that hospitality starts from within, which is why we take the employee experience as seriously as we take the guest experience. We're committed to ensuring our associates' physical, mental, financial and spiritual wellbeing are supported through profit sharing, wellness initiatives, quarterly bonuses, and 401k match. We invest in every associate, providing continuous and targeted training, development and growth opportunities, proudly recognizing their dedication and spirit to serve others through our Associate of the Month program, internal awards, and more.
McKibbon One
We’re all part of ONE McKibbon family and ONE shared vision. McKibbon One helps put that vision — and how we each contribute to it — center stage. More than an annual leadership conference, McKibbon One is a time to reflect, celebrate, and plan for the future. It’s when we band together to renew our focus and commitment to our goals and objectives. Above all, McKibbon One is about realizing how one person has the power to make an impact on our entire company.
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University Partnerships
We have proudly joined forces with two of Florida’s leading universities – the University of South Florida (USF) and Florida International University (FIU) – working hand in hand to provide real-world hospitality experience and mentorship for the future generation of hospitality leaders. Since our partnership with USF began, hundreds of hospitality students have been immersed in on-the-job training throughout our portfolio with several of our leaders serving as adjunct professors. Our relationship with FIU – the alma mater of our Chairman John McKibbon – also continues to flourish with McKibbon supporting alumni outreach, the integration of technology and innovation into their curriculum, as well as student scholarships.
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Chaplains Program
In your time of need or when you just need a listening ear, someone is always there. We’ve proudly partnered with Marketplace Ministries for over 20 years to provide chaplain services in every single hotel, for every single associate, and every single guest. Our guests and associates always have access to a chaplain who is uniquely trained to support their emotional needs and challenges they may be facing.
Community Service
As much as we’ve evolved since our founding, one thing hasn’t changed. We’re still a family company, dedicated to the communities that we call home. We set the stage for charitable giving with McKibbon’s Matching Funds Program our way of showing associates that we are as invested as they are. Through this successful program, the McKibbon Hospitality Foundation matches every single dollar earned through hotel fundraising events.
Foster Dog Program
Since its inception in 2014, several of our Aloft hotels have partnered with local animal rescue organizations by fostering one dog at a time, increasing each dog’s chance of finding their forever home. Through the unique program, we have proudly saved over 1,000 dogs and the number continues to grow.
Hospitality begins here, with each and every one of us.
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