Ed Brock is an award-winning journalist who has worked for various U.S. newspapers and magazines, including with American City & County magazine, a national publication based in Atlanta focused on city and county government issues. He is currently senior editor at Asian Hospitality magazine, the top U.S. publication for Asian American hoteliers. Originally from Mobile, Alabama, Ed began his career in journalism in the early 1990s as a reporter for a chain of weekly newspapers in Baldwin County, Alabama. After a stint teaching English in Japan, Ed returned to the U.S. and moved to the Atlanta area where he returned to journalism, coming to work at Asian Hospitality in 2016.
As a young man, Amir Ahmed was more interested in sports than in the career in medicine his family wanted for him. However, he parlayed that competitive spirit and focus on personal relationships into the skills he needed to succeed in business and achieve his current position as executive vice president for DISH TV, part of DISH Network Corp., and he shared his story in Asian Hospitality’s Leadership Series.
One of the responsibilities in his current role is to oversee DISH’s hospitality business. His leadership is paving the way for new technology offered in hotels to attract guests and improve efficiency not only for the hotel but also for the guest during their hotel stay. The company’s new OnStream platform, provides personalized service to guests while reducing hotels’ labor needs.
Through it all, he has remembered his heritage and drawn inspiration from it.
“I’m very proud to be Indian,” Ahmed said. “I think the upbringing, the competitiveness within the family, how the parents brought us up, my brother and I, it's just go out there and put the best effort and work and then also treat your employees correctly and educate them and educate your partner.”
His first snowfall
In 1966, Ahmed’s parents and his older sister moved from Patna, in India’s Bihar state, to Canada. Ahmed and his younger brother remained in India with their grandmother. In 1972, the entire family was reunited and moved to Chicago. It wasn’t long after the family settled into a new routine when the reality of their move truly hit Ahmed.
“Imagine at that time, after living in India for eight years and moving to Chicago as an 8-year-old, I’d never seen snow, so it was amazing,” Ahmed said.
Amir Ahmed, center, with son Armani and daughter Ella.
Even living in the U.S., Ahmed maintained his cultural foundation. Ahmed and his siblings occasionally visited and spent the summers in India with family members.
“That was so important for me, because it built that foundation, about family, about the culture in India, not becoming too Americanized, that was a big thing, and more importantly, to keep learning Hindi, the language,” Ahmed said. “When I look back today, it's so important, being bilingual, being able to communicate.”
The road to DISH
Ahmed’s life was shaped by his upbringing, closeness to family not only in America but also India. Often his father would speak about the importance and need to build trust with not only family and friends but coworkers, partners and clients.
“I've always believed what my dad used to tell me, everything being equal, a friend is going to buy from a friend. I've always believed in that,” he said.
In other words, Ahmed said, if you have two things that you are selling and they are identical and equal, you are always going to buy from a friend. His father bought the same car from the same man his entire life, even when the family moved away.
“He always wanted to work with the man he trusted, he knew and he called a friend. I've always believed in that,” Ahmed said.
Following that philosophy, Ahmed eventually found his way toward his career with DISH. He joined the satellite TV company in its early days. During his career, he has witnessed the industry’s transformation from the big dish analog to the small, digital dishes and now the expansion of its 5G network. During Ahmed’s 30-year tenure, he said DISH has produced new and innovative ways to not only provide a quality service to people at home but with business partners in the digital streaming space, hospitality world and wireless frontier.
“It's been a great ride! [My experience with DISH has always paired nicely with my foundation and that culture that I] grew up with to work hard, be honest with folks, build great relationships with your partners and clients, listen to their needs, follow up in a regular timeline and give them good advice and good feedback,” Ahmed said. “From there, I continued to progress within the company and so it's been a phenomenal journey.”
Today, along with residential services, DISH serves more than 12,000 hotels with more than 1.3 million rooms throughout the U.S.
“We serve the majority of the brands and independents and that continues to grow,” Ahmed said. “We've had tremendous growth year over year.”
OnStream provides live Picture in Picture so that your viewing experience is never interrupted as you navigate to other areas of the app.
Ahmed also said DISH has placed a lot of focus on small, independent businesses and really worked on building those relationships. They’re important, he said, and that focus has helped DISH grow with this segment.
DISH provides linear content a variety of channels, OTT services, local services, customizable packages and equipment to enhance the guest experience. It adheres to hotel brand guidelines.
“There's a huge transition going on in the hospitality industry,” Ahmed said. “We work also very, very closely with our strategic partners, and they're out there really tailoring the exact need for each hotel. But when it's all said and done, it is truly about how do you make that hotel more efficient. How do you provide the best, greatest customer experience? That's what the guest wants, and how do you take that experience that the guest has at home where they can bring it into the hotel. You want it as similar as possible, so they feel comfortable, and that's our focus right now.”
The future of guest services
In June, DISH Business introduced OnStream, a platform as a service package that delivers content to TV screens, displays and mobile devices to provide custom digital experiences for hotel management, staff and guests. Its customizable user interface allows guests to choose services such as checking out, room service, housekeeping and more, according to DISH.
“It's really an open platform that integrates with the hotels’ existing technology. It offers linear content, but let's just put it in perspective. Guests check into a hotel room, and the television is truly the central hub of that room. It always will be,” Ahmed said.
In the past, guests simply channel surfed to find their shows, he said.
“Imagine a guest checking in and looking on their television in their hotel room the hotel's logo is present, maybe an image of the property,” Ahmed said. “The guest’s name, maybe a greeting, welcome the guest. Weather information, their loyalty status, their loyalty points, maybe a targeted offer for that guest or some promotion from the hotel, all that is available, OnStream provides that.”
Along with improving guest satisfaction, OnStream saves labor costs for the hotel client, according to DISH. It interfaces with the hotel’s property management systems to provide self-service actions, as well as to create on-screen advertising for property-centric dining, shopping, spas, special events, casinos and more. Soon, OnStream will access guest loyalty data to generate more personalized offers.
"In my role, I have gotten a chance to talk to a lot of hotel owners and partners,” said Ahmed in a statement. “We listened to their needs, the ways to make their guests’ lives easier and our product designers have developed a platform that does all of those things. It brings the comforts of home while on the go giving guests a chance to log into their streaming apps."
DISH recently rolled out its 5G broadband network that serves more than 73 percent of the U.S. population, or more than 246 million Americans nationwide.
In his Leadership Series interview, Ahmed explained OnStream’s benefits to hoteliers.
“You can prioritize that service, you can turn the room much faster, because you know in real time when the guest is checking out,” he said. “In the U.S. right now, maybe around the world, labor is a big issue in the hospitality business. So, it makes their life a lot more efficient and that's what we're trying to accomplish.”
Feedback from guests and hotels so far has been positive, Ahmed said.
“We've deployed it in some of the well-known brands around the country. It continues to grow every single month,” Ahmed said. “I think over the next year or so, some of the big brands will see OnStream as the key feature for in-room entertainment.”
Ahmed sees continued growth in DISH’s future. As technology continues to change around the world, he said, DISH will continue to design and produce products that make sense for people and simplify their lives.
“We're focused on hospitality, we're focused on really bringing new products to life,” Ahmed said. “We spent a lot of time with the brands. They have great ideas. And we have our own engineers, and we're trying to create the latest and greatest product.”
Peachtree launched new DST with 131,040‑square foot industrial facility in Mansfield, Texas.
The property was acquired at $180 per square foot.
Peachtree completed $320M in debt-free transactions across multiple markets since 2022.
PEACHTREE GROUP LAUNCHED its latest Delaware Statutory Trust with the acquisition of a newly built 131,040-square-foot industrial facility in Mansfield, Texas. The company has completed about $320 million in debt-free transactions since launching its DST program in 2022, according to its statement.
The rear-load building, completed in 2025, features 36-foot clear heights, a three-acre outdoor storage yard and room for future expansion. The property was acquired for $180 per square foot, below market comparables, and is fully leased to Ferguson, a distributor for professional contractors in North America, Peachtree said in a statement.
“In today's higher-rate environment, where tighter credit and volatile valuations challenge traditional ownership, DSTs have emerged as a compelling alternative,” said Greg Friedman, Peachtree’s managing principal and CEO. “They deliver attractive cash flows backed by institutional-quality assets, while also offering tax advantages, professional management and diversification.”
Ferguson signed a 10-year corporate lease beginning in March, with 3 percent annual rent escalations, two five-year extension options and limited landlord obligations, the statement said. With investment-grade credit ratings from S&P BBB+ and Moody’s Baa1, the tenant supports the trust’s income stability and risk profile.
Peachtree’s DSTs, Opportunity Zones and REIT structures form a platform aimed at tax efficiency, compounding benefits and risk-adjusted returns, supported by Peachtree’s integrated asset management.
“Expanding into the industrial sector is a step toward building a diversified DST platform that can perform across cycles,” said Tim Witt, Peachtree’s president of 1031 Exchange and DST Products. “DSTs turn a looming tax bill into compounding wealth, keeping money in commercial real estate, but their true strength is pairing tax efficiency with investments that stand on their own merits.”
Atlanta-based Peachtree is led by Friedman; managing principal and CFO Jatin Desai and principal Mitul Patel. In July, Peachtree added the 128-key SpringHill Suites Phoenix West Avondale in Arizona as its ninth Delaware Statutory Trust offering since launching the program in 2022.
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AHLA Foundation is partnering with ICHRIE and ACPHA to support hospitality education.
The collaborations align academic programs with industry workforce needs.
It will provide data, faculty development, and student engagement opportunities.
THE AHLA FOUNDATION, International Council on Hotel, Restaurant and Institutional Education and the Accreditation Commission for Programs in Hospitality Administration work to expand education opportunities for students pursuing hospitality careers. The alliances aim to provide data, faculty development and student engagement opportunities.
Their efforts build on the foundation’s scholarships and link academics to workforce needs, AHLA said in a statement.
"We're not just funding education—we're investing in the alignment between academic learning and professional readiness," said Kevin Carey, AHLA Foundation president and CEO. "These partnerships give us the insights needed to support students and programs that effectively prepare graduates to enter the evolving hospitality industry."
ACPHA will provide annual reports on participating schools’ performance, enabling the Foundation to direct resources to programs with curricula aligned to industry needs, the Foundation said.
Thomas Kube, incoming ACPHA executive director, said the partnership shows academia and industry working together for hospitality students. The collaboration with ICHRIE includes program analysis, engagement through more than 40 Eta Sigma Delta Honor Society chapters and faculty development.
“Together, we are strengthening pathways to academic excellence, professional development and industry engagement,” said Donna Albano, chair of the ICHRIE Eta Sigma Delta Board of Governors.
U.S. holiday travel is down to 44 percent, led by Millennials and Gen Z.
Younger consumers are cost-conscious while older generations show steadier travel intent.
76 percent of Millennials are likely to use AI for travel recommendations.
NEARLY 44 PERCENT of U.S. consumers plan to travel during the 2025 holiday season, down from 46 percent last year, according to PwC. Millennials and Gen Z lead travel intent at 55 percent each, while Gen X sits at 39 percent and Baby Boomers at 26 percent.
PwC’s “Holiday Outlook 2025” survey found that among those not traveling, about half prefer to celebrate at home and cost concerns affect 43 percent, rising to 50 percent for Gen Z non-travelers. Visiting friends and relatives remains the main reason for holiday travel, cited by roughly 48 percent of those planning trips.
Younger consumers are more cost-conscious, while older generations show steadier travel intent. This split influences travel operators’ planning: younger travelers may require clear value, bundled perks and flexible options, whereas older travelers respond to reliability and convenience. Despite overall spending pressure, travel remains a key priority, reflecting its social and emotional importance during the holidays.
PwC surveyed 4,000 U.S. consumers from June 26 to July 9, with 1,000 each from Gen Z, Millennials, Gen X and Boomers, balanced by gender and region.
Generational spending patterns
Gen Z plans a 23 percent reduction in spending after last year’s 37 percent surge, while Boomers expect a 5 percent increase. Millennials are largely flat, down 1 percent and Gen X edges up 2 percent. Overall holiday spending is down 5 percent, with gift spending falling 11 percent, while travel and entertainment budgets remain stable, increasing 1 percent.
Households with children under 18 plan to spend more than twice as much as households without, averaging $2,349 compared to $1,089, highlighting the focus on family-centered experiences.
For travel and hospitality operators, these patterns suggest stronger conversion potential among older cohorts with steadier budgets and the need for clear value and cost transparency for younger travelers. Consumers are prioritizing experiences and togetherness over material gifts. Flexible fares, transparent pricing and bundled benefits such as Wi-Fi, breakfast, or late checkout can reinforce value and encourage bookings, especially among younger demographics. Gen Z’s pullback makes price-to-experience ratios decisive.
AI, timing and travel strategy
About 76 percent of Millennials say they are likely to use AI agents for recommendations, signaling a shift to “assistant-first” travel discovery. Operators must provide structured, AI-readable content, including route maps, fees, loyalty policies and inventory availability. Brands that do not may be invisible in AI-driven search and recommendation systems.
This year’s late Thanksgiving on Nov. 27 compresses the holiday booking window. Short-haul visiting-friends-and-relatives trips may see bunched reservations, increasing demand for early inventory visibility, simple cancellation policies and accurate last-minute availability. Operators should hold a portion of inventory for late bookings, streamline mobile checkouts and maintain flexible policies to capture last-minute travelers.
Strategies should be generationally targeted. Boomers and Gen X respond to comfort, reliability and multi-generational options, while Millennials and Gen Z require clear value and AI-optimized offers. Focusing on VFR travel through “home for the holidays” packages, flexible dates, partner transport and easy add-on nights can capture demand in key residential hubs.
Despite overall spending declines, travel remains a priority. Operators that deliver transparent value, AI-ready content and offers tailored to each generation can maintain bookings, convert last-minute demand and meet consumers’ evolving holiday expectations.
A TravelBoom Hotel Marketing report found that Americans continue to prioritize travel despite inflation and economic uncertainty, but with greater financial caution. About 74.5 percent plan a summer vacation and 17.5 percent are considering one, showing strong demand linked to careful budgeting.
Global hotel RevPAR is projected to grow 3 to 5 percent in 2025, JLL reports.
Hotel RevPAR rose 4 percent in 2024, with demand at 4.8 billion room nights.
London, New York and Tokyo are expected to lead investor interest in 2025.
GLOBAL HOTEL REVPAR is projected to grow 3 to 5 percent in 2025, with investment volume up 15 to 25 percent, driven by loan maturities, deferred capital spending and private equity fund expirations, according to JLL. Leisure travel is expected to decline as consumer savings tighten, while group, corporate and international travel increase, supporting RevPAR growth.
Major cities continue to attract strong demand and investor interest, particularly London, New York and Tokyo. APAC is likely to post the strongest growth, fueled by recovering Chinese travel, while urban markets remain poised for continued momentum.
Lifestyle hotels are emerging as the new “third place,” blending living, working and leisure. The trend is fueling expansion into branded residences and alternative accommodations. JLL said investors must weigh regional performance differences, asset types and lifestyle trends when evaluating opportunities.
Separately, a Hapi and Revinate survey found fragmented systems, inaccurate data and limited integration remain barriers for hotels seeking better data access to improve guest experience and revenue.
Fragmented systems, poor integration limit hotels’ data access, according to a survey.
Most hotel professionals use data daily but struggle to access it for revenue and operations.
AI and automation could provide dynamic pricing, personalization and efficiency.
FRAGMENTED SYSTEMS, INACCURATE information and limited integration remain barriers to hotels seeking better data access to improve guest experiences and revenue, according to a newly released survey. Although most hotel professionals use data daily, the survey found 49 percent struggle to access what they need for revenue and operational decisions.
“The Future of Hotel Data” report, published by hospitality data platform Hapi and direct booking platform Revinate, found that 40 percent of hoteliers cite disconnected systems as their biggest obstacle. Nearly one in five said poor data quality prevents personalization, limiting satisfaction, loyalty and upsell opportunities.
“Data is the foundation for every company, but most hotels still struggle to access and connect it effectively,” said Luis Segredo, Hapi’s cofounder and CEO. “This report shows there’s a clear path forward: integrate systems, improve data accuracy and embrace AI to unlock real-time insights. Hotels that can remove these technology barriers will operate more efficiently, drive loyalty, boost revenue and ultimately gain a competitive edge in a tight market.”
AI and automation could transform hospitality through dynamic pricing, real-time personalization and operational efficiency, but require standardized, integrated and reliable data to succeed, the report said.
Around 19 percent of respondents cited communication delays as a major issue, while 18 percent pointed to ineffective marketing, the survey found. About 10 percent reported challenges with enterprise initiatives and 15 percent said they struggled to understand guest needs. Nearly 46 percent identified CRM and loyalty systems as the top priority for data quality improvements, followed by sales and upselling at 17 percent, operations at 10 percent and customer service at 7 percent.
Meanwhile, hotels see opportunities in stronger CRM and loyalty systems, integrated platforms and AI, the report said. Priorities include improving data quality for personalized engagement, using integrated systems for real-time insights, applying AI for offers, marketing and service and leveraging dynamic pricing and automation to boost efficiency, conversion and profitability.
“Clean, connected data is the key to truly understanding the needs of guests, driving amazing marketing campaigns and delivering direct booking revenue,” said Bryson Koehler, Revinate's CEO. “Looking ahead, hotels that transform fragmented data into connected data systems will be able to leverage guest intelligence data and gain a significant advantage. With the right technology, they can personalize every interaction, shift share to direct channels and drive profitability in ways that weren’t possible before. The future belongs to hotels that harness their data to operate smarter, delight guests and grow revenue.”
In June, The State of Distribution 2025 reported a widening gap between technology potential and operational readiness, with many hotel teams still early in using AI and developing training, systems, and workflows.