Update and New Initiatives for Distressed Hotels: Build, Buy, or Bust?
Within today’s economic disruption, opportunities are emerging to develop, redevelop, and repurpose Hospitality projects utilizing ready/rescue capital, new strategies and new visions. Devastating occupancy percentages and revenue decreasing ADR and REVPAR have been hit with higher costs of operation and a need for an expertise and capital combined solution for an industry wide problem.
Creativity: needed, wanted, and required. Current operational demands requiring asset repositioning is a reality. Increases in the costs driven by demands of clients, workforce and mandated municipal procedures have brought a demand for protocol that has never been underwritten for. This has caused a major impairment to the entire hospitality and travel industry. This expansive economic dislocation has brought all previous investment strategies within Hospitality projects to a massive unknown. The need for operational expertise, with a finesse of experience and a breath of new vision are the new pathway for value extraction. These require new capital commitments, timelines dictating a more critical path for the success of each investment decision. We now have a greater timeline with a larger cash requirement to the path of stabilization. It is a moment in Hospitality where dollars that are more needed to solve problems and create ways of unlocking efficiencies. The near term value dislocation as underwriting and costs catch up will be an opportunity for the greatest multiple for investment in the medium to longer term. Because this is not for the simple, the faint of heart or those without know how, it will be a narrow field demanding the most for its returns. It’s unprecedented, it’s important to life safety factors of this asset class and one that requires a fortitude of being solution focused.
This is the opportunity to bring the combination of capital and capability to the hospitality industry and be a market leader of choice on selected assets in selected markets with the best of class properties having near term needs and longer term outperforming metrics for investment.
- Why a hybrid equity structure that utilizes debt and equity is the optimal structure for hospitality deals?
- How does a unique asset with a strong or standout location aid in value extraction?
- How to improve returns and reduce day 1 basis with the right exit strategies before you buy the property?
- Optimizing hospitality investments via major operational control for General Partners via day to day management rights?
- How to build an optimal portfolio of hospitality assets that includes opportunistic, redevelopment, construction, project completion, and rescue capital? What are the target returns at a portfolio level for hospitality investing post COVID-19?
Event Recording
Update and New Initiatives for Distressed Hotels: Build, Buy, or Bust?
Speaker
Joseph W. DeMatteo Sr.
- Title
- Founder & President @
- Company
- JDM Capital Hospitality Management
- Role
- Speaker
For almost three decades, Joseph has been a leading industry expert in the fields of hospitality and real estate management. His expertise in all facets of hospitality allows him to create one of a kind experiences that drive consumer demand and consistent returns for investors. An industry thought-leader and dedicated teacher, Joseph has spearheaded the asset management and hospitality programs as a faculty member and lecturer at NYU Masters Program at the Real Estate Institute, and Northeastern University’s D’Amore McKim School of Business.
His educational accomplishments include a B.S. in Finance from the State University of New York, the completion of an Executive Management Program from Harvard Law School, a Degree in Building and Construction Management, Certificates in International Business and Finance & Hotel Operations all from New York University.
About
JDM Capital Hospitality Management
JDM Capital Hospitality Management Group provides operating and financial support for the day to day management and asset oversight of Hospitality assets. We are actively seeking Redevelopment, Re-Purposing and Acquisitions to be repositioned as a *participating mezzanine, *preferred equity, *GP, and *co-GP partner with a focus on operational control positions.