Taylor Hospitality

10/15/2026

An owner's fingerprints belong on the guest experience in exactly three places. Most owners leave them in a fourth.

1. The concept. What is this hotel for, and who is it for? At The Blennerhassett, ownership decided a 137-year-old Queen Anne in downtown Parkersburg would be a Giovanni hotel with a spa, not a renovated business hotel. Everything downstream follows from that call.

2. The capital. The experience a guest gets is capped by what ownership funds. Mattresses, robes, the bar program, the labor model. You cannot operate your way past an underfunded standard.

3. The standard. What does ""good"" mean in this building? Ownership sets it once, in writing, and holds the operator to it.

The fourth place, where owners cost themselves money: the daily operation. The front-desk script, the schedule, the menu edit. That is what you hired an operator for.

We wrote the Owner's Guide to Hotel Management for owners who want to be in the first three and out of the fourth.https://taylorhospitality.com/wp-content/uploads/2026/06/Owners_Guide_to_Hotel_Management.pdf

10/12/2026

On Oct. 1, an 1889 hotel in downtown Parkersburg, W.Va., became the first Giovanni hotel.

The Blennerhassett, a Giovanni Hotel and Spa, now operates under Trademark Collection by Wyndham. 82 rooms and suites. Three outlets. A brand we built, not one we rented.

Most management companies will tell you which flag to pick. Very few have built one. The difference shows up in decisions that never make a pitch deck: which brand standards move rate and which just add cost, where a soft brand earns its fee, and when an independent identity is worth protecting.

Giovanni was built for historically significant hotels in secondary and tertiary markets, the buildings a franchise manual written for new construction was never going to fit. The Blennerhassett is the first.

If you own a historic asset and the brand conversation feels like a forced choice between a box and going it alone, there is a third option. https://taylorhospitality.com/development/

10/07/2026

We’re excited to welcome Matthew “Matt” Ramsey to the Taylor Hospitality team as our new Senior Director of Finance!

Matt brings 35 years of hospitality accounting and finance leadership experience, including 12 years with Marriott International and extensive experience supporting hotels, resorts, and private clubs. In his new role, he’ll help lead financial operations, owner reporting, budgeting, and capital planning across our growing portfolio.

Please join us in welcoming Matt to the team! 👏

Learn more about Matt and his experience:
https://taylorhospitality.com/taylor-hospitality-names-marriott-finance-veteran-matt-ramsey-senior-director-of-finance/

WAYNESBORO, Va. - Oct. 7, 2026 -- Taylor Hospitality today announced the appointment of Matthew "Matt" Ramsey as Senior Director of Finance, effective Oct. 8.

09/03/2026

Five questions to pressure-test any hotel deal, whether you're developing, acquiring, or holding:

Does the pro forma model the pre-opening phase honestly, or just stabilized performance? Who on the team has actual control, not just coordination duties? Is the flag earning its fees this year, or coasting on loyalty you gave it years ago? Would the deal still pencil if you scored the management team as hard as you scored the real estate? Are you underwriting the operator with the same rigor as the brand?

If any of those are hard to answer, that's the conversation to have before the next capital decision, not after.

Let's talk: https://uptopar.typeform.com/to/BNUxRrEn

Pictured: Rendering of project in development from Campo Architecture and Taylor Hospitality

09/02/2026

Three to six months of extra permitting drag doesn't show up as a line item. It shows up as months of loan interest with zero revenue to offset it, and by the time anyone notices, the budget's already bleeding.

Permitting delays, unaligned stakeholders, and an overly optimistic pro forma are the three cost centers that kill hotel projects, and none of them are visible at the ribbon cutting. They're visible 18 months before it, if you're looking.

The Hotel Development & Feasibility Risk Scorecard is built to surface exactly this, before you've committed capital you can't get back.

Take it: https://taylorhospitality.com/development-feasibility-scorecard/

09/01/2026

You bought a hotel. You didn't sign up to run one.

Owning is an investment decision. Running a hotel is a 24/7 operating business: labor, revenue management, procurement, compliance, capital planning. Most owners never intended to take on the second half, and that gap is exactly where return quietly leaks out.

Third-party management closes it. You keep ownership, control, and the upside. The operator runs the property to your financial goals.

The full guide walks through how the model actually works, the money, and how to tell a strong operator from an average one: https://1l.ink/5TSNXPJ

08/31/2026

Most hotel underwriting happens in the wrong order: fall for a flag, sign the franchise agreement, then go find someone to run the property.

Flip it. Find the operator with a proven NOI track record first, then pick the flag that fits the market and the asset, not the other way around. A strong operator squeezes value out of whatever distribution the brand hands them. A weak one squanders that demand through passive pricing and sloppy labor control, brand or no brand.

When the operator's strengths inform the brand decision, you get a management team that actually believes in the plan they're executing instead of one that inherited it.

How to underwrite the difference: https://taylorhospitality.com/operator-vs-brand-how-to-underwrite-the-difference/

08/27/2026

The Mark Twain Hotel in St. Louis, a 163-room historic adaptive reuse, is being financed through roughly $19 million in Historic and Energy Tax Credits plus PACE financing, with a 10-year proforma our own development team authored in-house. The Mercy Hotel in Laredo, a conversion of a century-old hospital, is one of the largest projects in our current portfolio.

Both run on the same model: capital, development, and operations under one partner instead of five vendors handing each other invoices.

If your project needs that level of coordination, from financing structure through opening day, let's talk: https://taylorhospitality.com/development/

08/26/2026

Your pro forma models stabilized performance beautifully. It almost never models the 12 to 24 months it takes to get there.

Pre-opening payroll. Marketing burn before you have a reputation to market. System inefficiencies while a brand-new team learns a brand-new building. That gap is where cash flow surprises live, and by the time they show up on a monthly financial, the capital's already spent.

The Hotel Development & Feasibility Risk Scorecard pressure-tests your ramp-up assumptions before you're locked into them. Five minutes.

Take it: https://taylorhospitality.com/development-feasibility-scorecard/