Walking away from this year's CONNECT 2026: Marriott Select Brands Owner and Franchisee Conference, I wasn't left with a single slogan or headline message. Instead, my overarching impression was one of resilience; the resilience of the hospitality industry and the enduring strength of the Marriott brand.
Throughout the conference, Marriott leaders consistently reinforced their value proposition while acknowledging the economic and operational challenges hotel owners and operators continue to face. More than anything, the message seemed to be that Marriott is focused on standing alongside its owners and franchisees, working to help them navigate uncertainty and achieve stronger financial results.
The atmosphere felt noticeably different from recent years. There was a sense of cautious optimism throughout the event. Year to date performance has generally been better than many expected, and the industry has so far avoided the major disruptions that have impacted travel demand in previous years. Drive-to destinations remain healthy, and fuel prices have not yet significantly affected leisure travel patterns. The result was a conference environment that felt more relaxed and less reactive than in the past.
If I had to summarize the conference in just a few words, they would be: Marriott supports owners. That sentiment was reflected not only in the presentations but also in conversations happening in hallways, networking sessions, and owner meetings.
One topic dominated nearly every discussion: the ongoing pressure on operating margins and the challenge of generating top-line growth. Hotel owners continue to wrestle with rising labor costs, inflationary pressures, and changing guest expectations. Marriott appeared keenly aware of those concerns and dedicated considerable time to discussing ways to help owners improve profitability.
Artificial intelligence also emerged as a popular subject. While AI was not presented as a cure-all, it was clear Marriott views it as an increasingly important tool for marketing and operations. One practical takeaway was the importance of keeping website content fresh and up to date. As AI-powered search and content discovery evolve, stale content becomes less effective. For hotel operators, maintaining dynamic digital content may become just as important as traditional marketing efforts.
Several sessions focused on revenue generation, but one of the most valuable centered on maximizing ancillary revenue opportunities. The presentation offered practical strategies that operating teams can implement immediately to capture more spending from existing guests rather than relying solely on occupancy growth. In an environment where margins remain under pressure, those incremental revenue opportunities could make a meaningful difference.
In addition to the ancillary revenue presentation, Marriott teams discussed several hot topics addressing owner concerns. Most notably, they facilitated open conversations around the challenges and opportunities behind the “Power of M” conversions. They also presented new refinements to Marriott’s broad marketing campaigns focused on demographic buying trends. Finally, executives also covered a new initiative centered on refining the operating model and rationalizing the underlying costs in delivering guest experiences.
Beyond Marriott’s specific programs, the economic outlook sessions were thought provoking. The featured economist discussed the potential long-term impact of infrastructure damage across parts of the Middle East and how disruptions to oil production could eventually affect the global economy. This warning served as a stark reminder that broader geopolitical events can quickly influence operating costs and consumer behavior. Equally, the same economist noted the hospitality industry’s resilience and long term macro-economic strengths.
Perhaps the most important lesson for hotel owners who were unable to attend is that flexibility remains critical. Summer travel demand appears promising, but uncertainty still exists. The industry has not yet fully felt the potential ripple effects of international conflicts or energy market disruptions. Owners who maintain flexible operating structures and continue looking for ways to accomplish more with less will likely be best positioned to succeed.
I didn't leave the conference with a list of immediate changes to implement over the next 90 days. What I did leave with was reinforcement of a philosophy that has served our organization well: remain flexible, embrace innovation, stay focused on revenue opportunities and never stop looking for operational efficiencies.
In many ways, Marriott's message was simple: the challenges facing the industry are real, but so are the opportunities. And Marriott intends to help owners capitalize on them.