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.
AT A TIME when so many people are avoiding contact with each other to slow the spread of COVID-19, hoteliers Raju and Dharmistha Patel of San Antonio, Texas, drove six hours round trip to save the life of a stranger with a plasma donation. And they did it a couple of weeks after they had recovered from the disease.
“We feel so blessed to be recovered and be able to help out,” Dharmistha said.
The story began on March 14, when Dharmistha first started showing symptoms of the disease that has killed more than 170,000 people worldwide, including more than 42,000 in the U.S. It would be about 10 days before she was finally tested for the disease.
Passing through the dark valley
“I started vomiting and then had a fever that night,” Dharmistha said. “We were in Houston and we drove home. I felt ill a couple of times on the road and then I was fine when I got home. I ate my dinner with my family, but again at night I was throwing up.”
She called the doctor in the morning, but because she had a fever, he sent her to the emergency room. The doctor there did not test her for coronavirus, though.
“The doctor said I had food poisoning and I was dehydrated,” she said.
He sent her home after an IV and medicine for the dehydration. Her symptoms went in and out over the next few days until she reached a point where the symptoms, including chills, were wearing her down.
“Crazy chills, I never had that kind of chills,” she said. “I was wearing four jackets, four blankets and said let me have one more.”
Then she was fine for a couple of days, then back with body aches and chills. She lost her appetite and sense of smell and was very week. At one point she blacked out.
Raju called their daughter, a nurse practitioner in San Jose, California, and told her what was happening.
“She kept on telling me mom, I don’t know why they’re not checking and I don’t want to scare you but I think you’ve got it,” Dharmistha said.
She went to the doctor again with a fever of 104, too tired to sit up, and was once again denied a test by a doctor citing a shortage, and instead sent her home with a B12 ejection. She was fine for a day but then the fever returned.
This time she called a new doctor who said he would see her right away.
“They tested me and sure enough, I was positive,” she said. “But, fortunately, I was over all my symptoms when the doctor called [with the test results].”
Then it was Raju’s turn.
“Raju was with me the whole time so he knew he is, too,” she said.
Raju suffered similar symptoms after taking his wife for the test.
“So, I called Dr. Patel and he said you have to come in, we have to test you too,” he said. “I came out positive.”
His symptoms lasted a week. They self-isolated in separate rooms as friends kept checking and bringing food. During isolation they walked and did yoga in their rooms.
Dharmistha is 53 and Raju is 57, and while their kids have all moved out Raju’s parents live with them. They were not infected, however.
They were recovered by April 10, and now they feel fine. Then came a call from their friend, Houston hotelier Samir Patel.
“He said one of his friends needed plasma,” Raju said.
Bringing the light with them
Samir, chairman at Wayside Investment Group and a leader in the Houston Indian American community, had been contacted by the family of a man who was in critical condition with COVID-19 at Houston Methodist Hospital.
“Somebody reached out to Samir Patel asking if we knew of somebody who was positive for the coronavirus. If they recovered, giving plasma could save a life,” said Dina Patel, another Houston hotelier who is a partner with Samir’s son Miraj Patel, president of Wayside.
Houston Methodist is undertaking an experimental treatment for COVID-19 that involves transfusing critically ill patients with plasma from the blood of those who had been infected and recovered.
Samir reached out to Dharmistha and Raju and asked them to help. The first step was a blood test to confirm that they were negative for the coronavirus and a match for the transfusion.
“It’s so lucky that they matched,” Dina said. “It just took a phone call and they didn’t even hesitate.”
Raju said they drove to Houston the next day after the call.
“We had to drive three hours there and to come back three hours,” he said.
It didn’t matter to them that they didn’t know the patient, whose name was not released but who is now recovering from the virus at home.
“We didn’t know the person, we did not know his name until after,” Dharmistha said. “We just did it because somebody, some person, a human being, needed it. We would have done it for anyone.”
The patient actually got Raju’s plasma, she added.
Generosity is contagious, too
Another striking aspect of the story, Miraj said, is that Raju and Dharmistha were willing to face the disease and their recovery openly.
“A lot of people have been hiding from it. They don’t want to tell anybody,” Patel said.
His father’s search for a donor was at first hindered by that reticence from other recovering COVID-19 patients.
“For the last four days he’s been on phone calls, reaching out to people and seeing if somebody could please help this individual, and a lot of people hid the fact that they’d had it,” Miraj said.
Now that the story is out, though, it has brought out the best in the community.
“Everybody who’s heard about this story has pitched in to give [Raju and Dharmistha] food. After giving blood you have to eat food,” he said. “Everybody was trying to make them food and they were going to leave it outside their home.”
Peachtree recognized by Inc. and the Atlanta Business Chronicle.
Named to the 2025 Inc. 5000 list for the third year.
Chronicle’s Pacesetter Awards recognize metro Atlanta’s fastest-growing companies.
PEACHTREE GROUP ENTERED the 2025 Inc. 5000 list for the third consecutive year. The company also won the Atlanta Business Chronicle Pacesetter Awards as one of the city’s fastest-growing private companies.
The Inc. 5000 list provides a data-driven look at independent businesses with sustained success nationwide, while the Business Chronicle’s Pacesetter Awards recognize metro Atlanta’s fastest-growing privately held companies, Peachtree said in a statement.
“We are in the business of identifying and capitalizing on mispriced risk, and in today’s environment of disruption and dislocation, that has created strong tailwinds for our growth,” said Greg Friedman, managing principal and CEO. “These recognitions validate our ability to execute in complex markets, and we see significant opportunity ahead as we continue to scale our platform.”
The Atlanta-based investment firm, led by Friedman; Jatin Desai, managing principal and CFO and Mitul Patel, principal, oversees a diversified portfolio of more than $8 billion.
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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.