Every decision comes back to one question: Does this protect your bottom line?

Our members face relentless pressure on margins — swipe fees eating into revenue, OTA commissions climbing, brand fees multiplying, PIP requirements that don’t pencil out, and rising costs in labor, insurance, and property taxes. A buying cooperative saves pennies. Effective advocacy protects dollars. Your Secretary should understand these numbers — not just sympathize with them.

I will fight for:

• Reasonable profit protection against franchise fee creep, royalty escalation, and brand proliferation — not just “improving” partnerships, but challenging every fee, every rebate calculation, and every PIP requirement with financial expertise
• A national push to replicate New Jersey’s fairer franchising model in every state — and at the federal level through a Universal Standard Franchising Bill
• Cost containment strategies across technology mandates, renovation requirements, purchase mandates, and amenity creep
• Data transparency on loyalty program valuations, customer acquisition costs, and channel economics — so you know what your brand relationship actually costs
• A Brand-Owner Strategy Council that gives members a permanent seat at the table — not just a complaint box
• Passage of the Credit Card Competition Act and other legislation that directly protects your revenue

My finance background means I can read the fine print, challenge the calculations, and fight for terms that make sense for YOUR profitability. Sympathy doesn’t pay the mortgage. Results do.

Your dues fund this organization. You deserve to know it’s run right.

No list of programs matters if the organization delivering them isn’t accountable to its members. AAHOA’s own Strategic Planning Committee identified governance as one of the most critical issues facing our association — board accountability, committee effectiveness, transparent finances, and member satisfaction. You can promise buying cooperatives and booking platforms all day, but who’s making sure the money is spent wisely and the results are measured? I will.

I will champion:

• Board report cards and member satisfaction measurements — so you know who’s delivering and who’s not
• Transparent financial reporting on how your dues, AAHOACON revenue, and vendor partnerships generate and spend money
• Effective committee functioning with clear role definitions, accountability standards, and monitoring enforcement
• Minimum qualifications and effective on-boarding for board members — because leadership should be earned, not inherited
• A regional leadership pipeline that develops qualified candidates from every part of our membership
• An operations manual with clear policies and procedures that outlast any single administration
• Revenue and cost management discipline for the annual conference and regional meetings — with advanced planning and limited locations to maximize value

I won’t just advocate externally — I’ll hold AAHOA’s own house in order. An organization that demands accountability from brands must first model it within its own walls. No other candidate is talking about this. I am.

Programs don’t negotiate. People do. Your Secretary must be your voice in every room that matters.

You can build booking platforms all day — OTAs have billions to outspend us. You can “improve” franchise partnerships — but with what leverage? Using what expertise? The real fight isn’t about building tools to compete with brands and OTAs. The real fight is being in the room when they make the decisions that affect your business. That’s advocacy. That’s what your Secretary should deliver.

I will deliver:

• Consistent and continuous government engagement at national, state, regional, and local levels — not seasonal lobbying, but permanent presence
• A push to pass 5–7 bills per legislative cycle that directly benefit hotel owners — including SBA lending limit increases, Section 199A tax deduction protections, workforce development funding, and a Universal Standard Franchising Bill modeled on New Jersey’s law
• A seat at the table with brands through collaborative franchising advocacy — not just complaining about fees, but having the financial fluency to challenge them line by line
• Influence management that coordinates member votes, associate engagement, and financial contributions for maximum political impact at every level of government
• Marketing and public relations initiatives that position AAHOA members as the backbone of American hospitality — so legislators and the public understand our contribution before we have to ask for anything
• Emergency and catastrophe communications that protect our community when crises hit — natural disasters, policy changes, or industry disruptions
• Active engagement with AHLA, state associations, franchise associations, tourism councils, and governmental agencies to ensure our voice is part of every industry conversation

I spent years learning how investors think and how decisions get made in corporate boardrooms. That knowledge is your advantage. When I speak, they won’t just hear one voice — they’ll feel the weight of 20,000 members behind it.

From the pioneers who built this industry to the next generation who will lead it — every voice matters. Every member deserves representation.

Our strength is our unity. But unity doesn’t mean sameness — it means every member feels represented, heard, and valued. First-generation wisdom. Next-generation innovation. Women who run our hotels. Young professionals ready to lead. Independent owners who fly no flag. Franchisees navigating brand demands. Small properties and large portfolios. Texas to New Jersey. A platform that only talks about buying cooperatives and PMS systems doesn’t address the people behind the properties. I will.

I will build bridges through:

• Elevating women in hospitality — the women who create our hotel culture, manage our finances, lead our staff, and negotiate our contracts deserve seats at the leadership table, not just a mention at events. Their voices will shape our agenda.
• Empowering young professionals — creating launchpads for the next generation to build management companies, diversify portfolios, and learn from those who’ve walked this path. AAHOA should be the launchpad, not the waiting room.
• A dedicated independent hoteliers department that serves owners outside the franchise system with advocacy, resources, and representation — not just a PMS system, but a full-service commitment to their success
• Regional and local community engagement that brings AAHOA’s value to every market through town halls, effective feedback mechanisms, and leadership that listens before it speaks
• Membership diversification that strengthens our community by welcoming other hotel owners and exploring partnerships with adjacent industries — because a broader base means a stronger voice
• A culture of servant leadership where officers serve the membership — with codes of conduct, transparency in decision-making, and accountability at every level

When we speak as one, even the powerful pause to listen. Your Secretary should bridge divides — honoring those who came before while empowering those who will carry us forward. That’s not a program. That’s leadership.

Our parents built the foundation. It’s time to build generational wealth.

Our community knows how to run hotels. But the next chapter is about diversification, asset management, and creating wealth that extends beyond any single property. Vendor discounts and purchasing cooperatives don’t build generational wealth. Knowledge does. Access to capital does. A Secretary who understands both worlds does.

I will advocate for:

• Education on creating investment funds, raising capital, and evaluating diversification opportunities — from convenience stores and restaurants to healthcare, retail, technology, and real estate development
• Asset management training and resources that help members maximize property value, optimize portfolios, and make data-driven business decisions
• Connections to financial partners, lenders, and institutional investors who understand our community’s track record and growth potential
• Exploration of AAHOA international membership and global expansion opportunities — Canada, Mexico, India, and beyond
• Partnerships with hospitality universities and institutions to develop the next generation of industry leaders and entrepreneurs
• A Hotel-Owner Intelligence Center that provides data-driven insights, market analytics, and competitive intelligence for smarter business decisions
• Advisory legal relations services that help members navigate complex transactions, partnerships, and investment structures

I’ve spent my career helping large institutional investors evaluate hospitality assets. That same financial discipline and market knowledge should serve our members — not just Wall Street. No other candidate offers this expertise.

Knowledge is the great equalizer. AAHOA should be the industry’s most powerful learning platform — not just a webinar on e-technology.

Our members don’t need another generic education offering. They need a comprehensive, industry-recognized system that makes them better operators, smarter investors, and stronger leaders. Education was one of the most discussed priorities during AAHOA’s strategic planning — and our members deserve more than “leverage effective use of e-technology.” They deserve a world-class learning ecosystem.

I will invest in:

• A robust AAHOA University offering courses, certifications, seminars, and online learning — built through partnerships with leading hospitality programs, not outsourced to vendors
• Industry-recognized AAHOA accreditation that signals professionalism and excellence to brands, lenders, and the broader hospitality industry
• Line-level training programs that help members develop their teams, reduce turnover, and improve service quality — because your people are your greatest asset
• Comprehensive AI and technology education so our members lead the curve instead of chasing it — labor scheduling, utility tracking, revenue management, and guest experience innovation
• Partnerships with colleges, high schools, and hospitality institutions to build our future workforce, attract young talent, and create a pipeline of hospitality professionals who want to work for our members
• Mentorship networks that pair experienced owners with emerging professionals, new entrants, and young hoteliers who need guidance, not just information
• Networking, learning, and professionalism opportunities that make AAHOA membership the most valuable credential in hospitality ownership

Education that changes culture and empowers ownership — that’s how we ensure this community thrives for generations. Not surviving. Leading. The industry we built deserves nothing less.