We passionately develop, own, and manage hospitality assets with a focus on operational efficiency and a genuine commitment to elevating the guest experience. As we celebrate 100 years in hospitality, we remain grounded in our legacy while continuing to innovate and shape meaningful experiences for guests and communities.
In 1926, our founders John, Sr. (Jack) and Marvin McKibbon set out to make their community of Gainesville, Georgia, a better place by opening its very first self-service grocery store. As we celebrate our 100th anniversary in 2026, we reflect on that bold beginning the moment that sparked a century of entrepreneurship, innovation, and growth for the McKibbon name.
What started as a single Piggly Wiggly franchise quickly grew into something much larger. Just 20 years later, John (Jack) McKibbon, Jr. expanded the vision by developing the area’s first motor court, complete with a full-service restaurant. This forward-thinking approach laid the foundation for the company’s evolution, and by the 1960s, McKibbon had become one of the earliest Holiday Inn franchisees, with hotels operating throughout Georgia.
In subsequent decades, hotel development and management became the heart of the business and remain so today. Since taking the helm in the early 1990s, John McKibbon III carried the legacy forward, growing the company’s presence across the Southeastern United States through partnerships with Hilton and Marriott, while cultivating a leadership team known for exceptional service and innovation. In 2019, he brought his vision full circle with the development of Kimpton Hotel Arras in Asheville, North Carolina an iconic project that transformed the city’s skyline and marked a new chapter for the company.
Now, as we enter our second century, the next generation is leading the way. J.B. McKibbon, IV continues the family tradition of growth and innovation, completing his first development project, Hyatt House Tampa Airport Westshore, in 2021 and becoming President of McKibbon Equities in 2023. Under his leadership, this new division focuses on development, asset management, and the McKibbon Family Investment Fund— positioning the company for continued success.
Celebrating 100 years is not just about honoring our past it’s about building our future. With a century of experience behind us and a new generation at the helm, McKibbon remains committed to evolving, innovating, and shaping the hospitality industry for the next 100 years and beyond.
1920s
1st Piggly Wiggly Franchise
Gainesville, Georgia
1940s
1st Motor Court Property
Gainesville, Georgia
1960s Holiday Inn Franchised Hotels
Georgia
1990s
1st Courtyard by Marriott Franchised Hotel
Athens, Georgia
2010s
1st Kimpton Franchised Hotel Asheville, North Carolina
2020s
1st Hyatt House & Moxy Franchised Hotels Tampa, Florida & Asheville, North Carolina
Think bigger.
Being an industry leader means finding better, more innovative ways to serve our partners, guests and communities.
Love your community.
As hotel operators, we are not just hotel brand ambassadors we are city ambassadors. We believe in the cities we serve. It’s a big part of why we choose to do business there.
Do the right thing.
Our commitment to quality and integrity mean we’re not satisfied with good enough or “we’ll fix it later.” We invest our time, energy and resources into delivering heartfelt
Support each other.
The way we treat our work family serves as the foundation for how we do business. Be good to each other, and business will be good to us.
Make a lasting impression.
Above all, it’s how you are remembered that will stand the test of time. Every interaction is an opportunity to go above and beyond. Make it count.
23 Owned Hotels
12 Restaurants & Bars
22 Brands
50 Markets
Boynton Beach
Hampton Inn & Suites
Cape Canaveral
Hilton Garden Inn
Clearwater/St. Petersburg
Hampton Inn & Suites
Clearwater Beach
Dolphin Sands Hotel
Hampton Inn & Suites
Palm Pavilion
Daytona/Ormond Beach
Hyatt House (Opening 2027)
Fort Myers
Residence Inn Fort Myers
Residence Inn Fort Myers
Gulf Coast Town Center
Gainesville AC Hotel
Hilton Garden Inn
Homewood Suites
Homestead
Hilton Garden Inn
Jacksonville
Homewood Suites
Jacksonville Beach
Courtyard
Lakeland
SpringHill Suites
Middleburg
TownePlace Suites
Orlando Airport
Hampton Inn & Suites
Hyatt House
Orlando Downtown Aloft
Orlando I-4 Milennia
Hilton Garden Inn
Pensacola
SpringHill Suites
TownePlace Suites
Sandestin
Courtyard, Hyatt Place, Residence Inn
Sarasota/Bradenton
Courtyard, Residence Inn
St. Augustine AC Hotel
Tallahassee Downtown
Aloft
Hampton Inn & Suites
Hyatt House
Tallahassee North
Courtyard
Residence Inn
Tampa/Riverview/Brandon
Hilton Garden Inn
Tampa Downtown
AC Hotel (Opening 2028)
Moxy (Opening 2028)
Courtyard
Tampa Sabal Park
Residence Inn
Tampa Westshore
Hilton Garden Inn
Hampton Inn & Suites
Homewood Suites
Hyatt House
SpringHill Suites
The Villages/Wildwood
Hampton Inn
Home2 Suites
West Palm Beach
Hampton Inn
ALABAMA
Birmingham
Homewood Suites
Huntsville
Four Points
Mobile
Hampton Inn & Suites
FLORIDA
View Slide 11
GEORGIA
Atlanta Buckhead
Hampton Inn & Suites
Atlanta Buford Mall of Georgia
Courtyard
Atlanta Downtown
Hampton Inn & Suites, Home2 Suites
Atlanta Kennesaw
Hampton Inn
Gainesville
Courtyard, Residence Inn (Opening 2027)
Savannah Downtown
Hampton Inn, Holiday Inn Express, Residence Inn, Tempo by Hilton
GEORGIA (Cont’d)
Savannah Midtown
TownePlace Suites
Chicago/West Loop-Fulton Market
Hyatt House
MISSISSIPPI
Jackson/Ridgeland
AC Hotel
Asheville Downtown
Aloft, AC Hotel, Kimpton Hotel Arras, Moxy
Charlotte City Center
AC Hotel, Hampton Inn, Hilton
Garden Inn, Residence Inn
Durham
Homewood Suites
Raleigh Downtown
Homewood Suites, Tempo
Wilmington
Hotel Lela, Tru
Winston-Salem
Hampton Inn & Suites
Charleston
TownePlace Suites, Tru
Greenville
Aloft
Hilton Head
Hilton Garden Inn
Chattanooga Downtown
Courtyard, Residence Inn
Knoxville Turkey Creek
Homewood Suites, SpringHill Suites
TEXAS
Austin Downtown
Hyatt House
VIRGINIA
Charlottesville
Hampton Inn & Suites, Residence Inn
ABACO, BAHAMAS
Great Guana Cay
Kalopsia Seaside Villas & Marina
ALOFT HOTELS
30+ YEAR PARTNERSHIP
Partnership Circle Award
Recipient, 2017 & 1995
39 MARRIOTT HOTELS
In Our Management Portfolio
ALOFT HOTELS COUNCIL
REPRESENTATION
Bruce Baerwalde, Franchise Advisory Council President
OPENINGS & TRANSITIONS
60+ Opened, 20+ Transitioned
4 ALOFT HOTELS
In Our Management Portfolio
OPENINGS & TRANSITIONS
5 Opened, 1 Transitioned
DOWNTOWN
ALOFT ORLANDO DOWNTOWN
ALOFT TALLAHASSEE DOWNTOWN
Previously managed Aloft Jacksonville Airport, Aloft Denver Westminster & Aloft Miami Doral
TALLAHASSEE DOWNTOWN
ASHLEY DIXON
Director of Talent Acquisition & Retention
Career Development Committee
J.B. McKIBBON
President, McKibbon Equities
Owners Committee
JESS HAYDEN
Vice President of Operational Excellence
Sustainability Committee
JIHAD LOTFI
Sr. Vice President of Revenue Management & Digital Marketing
Distribution Community of Interest Committee
KIEL LOMBARDO
Vice President of Food & Beverage Food & Beverage Committee
LAUREN BOWLES
Vice President of Brand, Communications & Events
ForWard Committee & Ambassador
MIKE DICKEY
Sr. Vice President of Human Resources
Human Resources Committee
RAFAEL IBARCENA
Sustainability Manager
Sustainability Committee
RANDY HASSEN
Chief Executive Officer Management Company Executive Committee
WEEJEN LYNCH
Vice President of Engineering
Safety & Security Committee
It’s not what we do, it’s how we do it.
At our core, we are operators first. It’s a unique perspective that’s critical to our management philosophy and proven track record of success. Our decades of experience in the hospitality industry guides everything from the partnerships we forge to the markets we choose—and don’t choose—to enter. We’re proud to be part of projects that have helped transform and reinvigorate communities across the U.S.
Through our shared vision, our team has led one of the fastestgrowing hotel management groups by embracing constant evolution, braving forward-thinking concepts, and retaining the best talent in the business.
We delight in the commitment to our employees, our partners, and our guests; it’s a reflection of who we are.
50
ASSOCIATES INTERNAL PROMOTIONS
9
3,100 2,125 AVERAGE # OF DAYS TO HIRE NEW ASSOCIATE NEW HIRES IN 2025
4.32 TOTAL COMPANY FAVORABILITY
Bruce Baerwalde President
Lynn Prater Executive Vice President of Revenue Generation
Jihad Lotfi, CRME Senior Vice President of Revenue, Digital Commerce & Marketing
Jess Hayden Vice President of Operational Excellence
Kiel Lombardo Vice President of Food & Beverage
Karl Oates Senior Vice President of Operations
Lauren Bowles Vice President of Brand, Communications & Events
Weejen Lynch Vice President of Engineering
Mike Dickey Senior Vice President of Human Resources & Marketing
Carrie Duncan
Regional Vice President of Operations
Melissa Kimball Senior Director of Digital Commerce & Marketing
A resilient lodging market anchored by Florida’s capital-city role.
Tallahassee’s role as Florida’s capital generates a stable, diversified demand base largely insulated from the swings that affect leisure-driven destinations.
State agencies, legislative sessions, regulatory hearings, and judicial proceedings drive reliable weekday occupancy and related group business.
Florida State University and Florida A&M University add academic, athletic, and special event travel; leisure tourism remains secondary.
Year-round business activity and strong institutional demand generators reduce dependence on seasonal tourism trends.
Thisfoundationpositionsthemarketforsustainedperformanceandlong-termstabilityrelativetomanyotherFloridadestinations.
Tallahassee functions as Florida’s capital city first and a tourism destination second.
Florida State agencies, Legislative Sessions, and regulatory hearings and committee meetings.
Lobbyists and advocacy groups alongside government contractors and consultants.
Attorneys and judicial-related travel, plus ongoing federal agency travel.
Predictable base demand, strong midweek occupancy, and market compression during Session.
Consistentgovernmenttravelunderpinsthemarket’sweekdayoccupancybase.
Government demand provides the occupancy base, while legislative demand creates rate opportunity.
State Senators and Representatives, legislative staff, lobbyists, law firms, statewide trade associations, media organizers, and government contractors.
Session functions like an annual convention, generating both group and transient demand across the market.
During Session, reoccurring groups are not tied to per diem restrictions, creating opportunities to drive higher ADRs.
Sessioncompressionisthemarket’smostreliablewindowfordrivingrate.
Sustained demand for meeting and event space plus catering throughout the Session calendar.
• In comparing Session dates year over year, odd years tend to outperform even years due to additional committee weeks.
• 2026 Session January 13th – March 13th compared to 2025 Session March 4th – May 2nd (60 days each year)
• 2026 Session started one week later than other even years in the past
• In 2026, they added a Special Session for congressional redistricting which was April 20th-24th
• In 2025, there were 5 committee weeks Jan-Feb, and an additional 6 committee weeks Oct.-Dec.; whereas in 2026 we only anticipate 2 weeks of committee weeks possibly in December. Dates have not been released at this time.
• As we move into 2027, we will see committee weeks Jan.Feb., then flow into 60 days of Session Mar. 2nd-Apr. 30th, and then additional committee weeks Oct.-Dec.
– 7 & 1721 Committee Weeks November Committee
(Potential for 2-dates TBD) December 1-5 & 812 Committee Weeks
Committee
(Potential for 2 – dates TBD)
The primary demand driver of weekend compression throughout the year, complementing government travel.
Florida State University Florida A&M University
Prospective
Families
State College
A stable demand generator providing year-round base and filling gaps when other segments soften.
FSU purchased Tallahassee Memorial Health in April 2026; TMH will continue to operate day-to-day.
$150 million directed to clinical faculty, lab resources, research, and academic operations.
Healthcareroomnightsarrivesteadilyacrossthefullyear,independentofSession.
$1.7 Billion Pledge
FSU pledged $1.7 billion over 30 years, including $100 million for property upgrades.
HCA Florida Capital Hospital plus traveling nurses, contractors, implementation and IT upgrade teams, and families.
Corporate travel in Tallahassee is government-adjacent business.
Technology providers, consultants in financial and infrastructure services, engineering firms, legal firms, and vendors.
Creates opportunity for higher ADR because this demand is not tied to per diem.
Pharmaceutical representatives, technology implementation teams, and medical device vendors.
Fills gaps outside Legislative Session and high-demand periods, and supports revenue for event spaces, F&B, and parking.
Corporatedemandisstrongestwhereitintersectsgovernment,university,healthcare,andprofessionalservices.
Sports and events generate the market's highest ADRs and occupancy.
FSU and FAMU drive commencement, alumni, booster and recruiting weekends, football, basketball, baseball, soccer, softball, and NCAA competitions.
Youth and amateur sports tournaments, Donald L. Tucker Civic Center events, and festivals throughout the year.
Travelers are generally less constrained by negotiated rates or per diem limits, allowing the hotel to yield inventory strategically.
Minimum length-of-stay restrictions lift ADR and drive incremental revenue in event spaces and Food & Beverage outlets.
Eventcompressionletsthehotelyieldinventorystrategicallyandcapturepeak-ratenights.
Leisure demand provides weekend, holiday, and shoulder date occupancy.
Visiting friends and family, University, Sports and Special Events, State Capital traffic, outdoor recreation, and the regional drive-market.
Supports premium weekend ADR during special events.
Less rate sensitive than other segments, opening the door to dynamic pricing, packages, and length-of-stay restrictions.
Enables a more diverse commercial strategy across the full week and the full year.
Togetherthesedriversstrengthenweekendandshoulder-dateperformancethroughouttheyear.
The outlook for Tallahassee remains favorable across its core demand segments.
Growth in research activity and graduate programs, increased visits, and development of student housing projects.
Continues to create compression during Session, special committee meetings, and state meetings.
Purchase of Tallahassee Memorial Healthcare allows for expansion in clinical care, research, and medical education.
Diversifieddemanddriversandlimitednewsupplysupportafavorableoutlook.
Limited new hotel supply entering 2028-2029 (five hotels in proposed/final planning); geopolitical shifts and rising travel costs may limit ADR growth.
We operate as owners, not just managers, aligning Sales, Revenue Management, Marketing, and Operations around a single objective.
Maximizing the profitability and long-term value of the asset through proactive, data-driven, and market-leading commercial strategies.
We evaluate every strategy through an owner's lens, balancing revenue growth, profitability, market share, and long-term asset value driving the highest possible NOI, not just topline revenue.
Revenue Management, Sales, Marketing, Digital Commerce, and Operations work as one commercial team. Weekly strategy sessions align demand generation, segmentation, and business mix, with daily communication on pricing and restrictions.
We anticipate market shifts, demand patterns, and booking trends rather than reacting after opportunities are missed. Continuous monitoring allows us to adjust strategies quickly to maximize performance.
Thisownershipmindsetkeepseverycommercialdisciplinefocusedonprofitabilityandlong-termassetvalue.
Decisions are supported by real-time data, market intelligence, competitive analysis, and forecasting tools. We leverage reporting and analytics to identify opportunities and mitigate risks.
We closely monitor market share performance, competitive set trends, and positioning. Success is measured not only by revenue growth but also by outperforming competitors.
Rates are adjusted based on demand, pace, market conditions, events, and competitive positioning focused on selling the right room, to the right guest, at the right price, through the right channel.
Strategic balancing of transient, group, corporate, wholesale, and other segments to maximize profitability, prioritizing demand that generates the strongest total value for the hotel.
Digital marketing is a revenuegenerating function, not an expense, aligning every strategy and investment to maximize profitable demand, market share, and longterm asset value.
A dedicated hotel marketing lead develops and executes a comprehensive digital strategy tailored to each property's unique objectives.
Paid media, website content, SEO, and digital channels work together to maximize visibility, demand generation, and revenue performance.
Proven foundational strategies balanced with the agility to respond to changing market conditions and opportunities.
Ongoing testing of audiences, offers, creative messaging, landing pages, and media tactics drives incremental revenue growth.
A data-driven, profitabilityfocused approach designed to maximize ROI and improve channel performance.
Ongoing analysis ensures marketing investments are directed toward the highestreturn opportunities.
Demand driven across the right mix of channels to support both revenue growth and long-term profitability.
Sales leadership at Aloft Tallahassee benefits from a clustered sales structure with the Hyatt House and Hampton Inn & Suites.
Continued participation provides sales efficiency, shared resources, and market expertise, maximizing account penetration and revenue-generating opportunities.
The cluster maintains strong visibility for the hotel within the Tallahassee business community.
Our Market Director of Sales has extensive experience in the Tallahassee market and has developed strong, long-standing relationships across the account base.
Corporate accounts, government agencies, local attractions, Florida State University partners, sports-related demand generators, and Visit Tallahassee drive market share, repeat business, and new opportunities.
McKibbon believes strong sales leadership is critical to the entire commercial strategy. The Market Director provides strategic direction, accountability, and coaching for the sales team.
We’ve shared previously that our strategy includes focusing on government, university, healthcare and sports business. The Aloft’s meeting space allows us to concentrate on small meetings that provide a big impact.
Focusing on the right group segments for the hotel.
Focusing on University-related business throughout the year.
Focusing on sports business and visiting team business.
Focusing on small corporate meetings the team can execute well and secure as repeat groups.
Collaborating with our Revenue Management and Digital Marketing teams on packages.
Ensuring we always have group targets in our funnel.
Wedon’ttrytocompetewithbusinessoutsideofourrealmofexpertise.Wefocusonanaggressivestrategythatincludesadirectsaleseffort, networking,andrelationshipfocus,leveragingtheMarriottsystemsgearedtowardsmallmeetingsaswellasourthird-partypartners.
Being a strong partner in our community is one of our cornerstones. Aloft Tallahassee is a well-respected partner in the Tallahassee community. Our partnership priorities include: University System
Florida State University, FAMU and Tallahassee State College.
Government & Public Sector
Government and public sector organizations across the region.
Healthcare System
Hospitals, medical practices and healthcare partners.
Tourism & Economic Development
Visit Tallahassee, the Chamber and economic development organizations.
Sports Organizations
Collegiate, youth, amateur and local sports organizations.
Entertainment & Venues
Entertainment, event venues and restaurants.
We continually evaluate the segments that are producing a high-yield for Aloft and adjust accordingly.
The hotel has always taken a relationshipbased approach to government sales. Focus remains on building partnerships with state agencies, contractors, consultants, and project teams. Targets include negotiated corporate rates, all government per diem opportunities, and non-per diem government business.
The hotel works with all departments at Florida State University and Florida A&M University to capture both transient and group business. It is key to our strategy to have year-round partnerships.
Our sales approach to healthcare is concentrated on relationship building with hospitals, medical practices, healthcare vendors, traveling clinicians, and patient-family referrals.
Public relations is managed in partnership with McKibbon’s communications team and Marriott’s brand resources, with the General Manager serving as the hotel’s local spokesperson. Social media is managed as an extension of the Aloft brand voice — local, energetic and design-forward.
• Local storytelling with Tallahassee media and lifestyle outlets
• Coordinated announcements for renovations, milestones and leadership news
• Joint destination coverage with Visit Tallahassee and the Chamber
• Visible participation in community events, sponsorships and charitable initiatives
• A defined crisis communication protocol with McKibbon and brand approval
• Content calendar across Instagram and Facebook
• Photography and video featuring the hotel, W XYZ bar and events
• Amplification of university, sports and community moments that drive demand
• Paid boosts aligned to need periods and promotional offers
• Monitoring and response to reviews, comments and direct messages
• Quarterly review of engagement and content performance with hotel leadership
CoSTR Brand platforms (OneYield, MarRFP, ACRS, etc.)
Demand360
Agency360
Lighthouse BI
Lighthouse Rate Shopping
Kalibri
Delphi
HotelPort Travel Media Group (TMG)
SEMrush – Search Engine Optimization
We will continue to leverage Marriott Bonvoy as a key revenue and market share driver by focusing on member acquisition, member engagement, and direct booking production.
Associates actively enroll new members at the front desk; part of leadership and associate incentive plans.
Capture more Bonvoy member stays through targeted promotions, Marriott campaigns and local sales efforts.
Shift business from OTA channels to Marriott direct channels to improve profitability and repeat visitation.
Leverage Bonvoy promotions, digital campaigns, member-exclusive offers and email to fill need periods.
Deliver consistent elite recognition and personalized service to lift satisfaction and repeat business.
Work with Marriott’s revenue and commercial teams to attract premium segments driving higher ADR.
MonitorkeyKPIs:Bonvoypenetration,enrollmentgrowth,directchannelcontribution,repeatguestproduction,satisfactionscoresandRGI.
At the core of our commercial strategy is delivering an exceptional guest experience that consistently exceeds expectations. We view guest satisfaction as a revenue-generating initiative, not simply an operational metric.
Review guest feedback daily to improve service delivery, cleanliness, maintenance and overall experience.
Empower associates to resolve concerns before checkout, turning detractors into advocates.
Use Marriott GSS, Medallia and review platforms to spot trends and implement corrective action plans.
Training, recognition programs and a strong service culture create memorable guest experiences.
Satisfied guests return, recommend the hotel and stay active in Marriott Bonvoy, raising lifetime value.
Strong satisfaction scores maintain pricing power, market reputation and higher-rated business.
KeymetricsinMDash:GuestSatisfactionScore(GSS),IntenttoRecommend,OnlineReputationScore,ReviewResponseRate,Bonvoy Enrollment&Penetration,RevPARIndex (RGI),RepeatGuestPercentage,ADRGrowthandServiceRecoveryTracking.
Hotel Effectiveness is our daily labor management platform for optimizing productivity and controlling labor cost.
Housekeeping and all-department labor performance measured daily against standards.
Overtime risk monitored in real time, with proactive staffing adjustments as needed.
Staffing levels aligned to anticipated business demand to improve efficiency and service delivery.
Compensation benchmarked to local market conditions, keeping rates competitive and supporting recruitment and retention.
Revieweddailybythehotelteamtoassessprior-dayresultsandmonitoredbytheabove-propertysupportteamforportfolio-widebenchmarking.
We recruit, engage, and develop associates through a connected set of platforms and listening tools.
Our recruiting platform streamlines hiring by reducing timeto-fill, automating interview scheduling, and improving efficiency across locations.
Conducted twice annually to measure satisfaction and stay connected to associate needs, with action plans built from every result.
Completed by each hotel's Sales Leader and GM, letting us hear directly from the field on how we meet hotel expectations and needs.
Ongoing training and professional development, equipping associates with the skills and resources to advance within the organization.
Surveyactionplansareapprovedandpostedineachhotel'sbreakroom,strengtheningworkplacecultureanddemonstratingthat wearelistening well.
At the heart of McKibbon's culture is an unwavering commitment to delivering exceptional guest experiences.
Offered monthly and rewarding all associates, not just leadership team members, for their contributions to guest satisfaction.
Recognizes associates who are specifically acknowledged by guests across all satisfaction platforms.
Marriott guest surveys and online review channels give us a complete picture of how guests experience the hotel.
Ongoing training, regular coaching, and consistent communication reinforce a culture of service excellence.
GuestsatisfactionispartofourDNA:throughrecognition,engagement,andcontinuousdevelopment,weempowereveryassociate tohelpcreate memorableguestexperiences.
Quore and our Regional Engineers keep every property well-maintained, safe, and operationally efficient.
We utilize Quore across all of our hotels as our primary preventive maintenance and asset management platform.
Properties manage guest room and equipment preventive maintenance, work orders, life safety inspections, and asset protection checklists.
Quore also serves as the centralized platform for submitting, tracking, and managing capital expenditure requests.
Regional Engineers conduct comprehensive inspections covering Quore compliance, preventive maintenance execution, life safety standards, and overall facility condition.
ESRsalsoidentifytrainingopportunitiesandprovidecoachingthatstrengthenstheskillsofboththeengineeringteamandhotelleadership.
Quality assurance audits help us maintain brand standards and continuously improve hotel operations.
Results are reviewed with hotel leadership to identify strengths, gaps, and opportunities to enhance the guest experience.
Deficiencies are addressed through action plans with clear ownership and follow-up to ensure execution.
Audits surface trends across departments so we can share best practices and deliver targeted training.
Issues are addressed before they impact guest satisfaction, strengthening operational consistency.
Byusingauditfeedbackasacontinuousimprovementtool,weprotectbrandstandardsanddrivehigherguestsatisfactionandoverallhotel performance.
Protecting and preserving our hotel assets is a year-round priority, supported by disciplined systems, routine oversight, and proactive planning.
Quore powers preventive maintenance, work order management, and asset tracking across every property.
Regional Vice Presidents focus on Quore utilization and overall property condition through routine hotel visits throughout the year.
Regional Directors of Engineering add further visits, upholding maintenance standards and catching issues early.
Vendor partnerships, structured capital planning, and emergency response procedures let us act quickly on unexpected situations.
Thisproactive,disciplinedapproachprotectsthephysicalasset,extendsthelifeofbuildingsystemsandequipment,andensuresasafe,wellmaintainedenvironmentforguestsandassociates.
The Aloft brand is supported by a dedicated Food & Beverage Support Team that adds expertise beyond the Regional Vice President's oversight.
Every hotel is assigned an F&B Support Manager who assists with on-site operational reviews, menu creation and overall efficiency.
Menu development, cost control strategies, and food safety compliance drive consistency, profitability, and brand standards.
Innovative beverage offerings, promotional events, seasonal programming, and local partnerships fit the Aloft social atmosphere.
Backgrounds in independent restaurants, lifestyle hotel brands, restaurant design, and concept development.
Consistentexecutionandcreativeactivationscreateaninvitingvenueforhotelguestsandlocalpatronsalike,enhancingtheguestexperiencewhile maximizingF&Bperformance.
We pair Marriott's technology suite with McKibbon's own platforms to drive visibility, efficiency, and informed decisionmaking.
M-Dash, MINT, and Qualtrics track KPIs, brand compliance, guest satisfaction, and hotel performance.
Our Tableau-powered platform gives real-time visibility across the portfolio, with Core (M3) and an internal forecasting tool for finance.
Lighthouse, ZoomInfo, Delphi, Demand360, Agency360, and CoStar supply market intelligence, benchmarking, and pricing insight.
RVPs and SVPs document observations, track action items, and capture photos during visits, strengthening follow-up.
Usedtogether,theseplatformssustainvisibility,operationalefficiency,andperformance,deliveringresultsforguests,associates,andowners.
Pre-Close | Planning
Ownership Setup Banking Insurance Marriott Transition Planning
Our approach preserves the existing leadership team and associate base to protect operational performance through the ownership transfer.
Maintain continuity of all key department heads where possible, conduct an ownership introduction and expectation meeting, and align performance goals and reporting requirements with the management company.
Existing knowledge of the market, hotel, and brand; established associate relationships; immediate operational stability; and no learning curve to McKibbon systems and platforms.
Given the value of continuity, our recommended approach is to retain the current General Manager, allowing for owner perspective and assessment in the process.
Minimal disruption with incumbent management in place. Payroll, employee records, benefit plans, and enrollments remain as is.
Adedicatedcorporateteamleadsandcoordinatesalltransitionactivitiestoensureaseamlessownershiptransfer.
Our dedicated transition team coordinates the migration and setup of all ownership and operational systems, ensuring seamless integration of financial, technology, brand, and reporting platforms while maintaining uninterrupted hotel operations throughout the transition.
Establish ownership banking relationships, cash management structures, integrating historical financial data into the accounting platform, coordinating audit and opening balance sheet requirements, and delivering customized ownership reporting packages.
Existing hotel technology remains in place with incumbent management and have benefits of corporate MSAs with history included.
Existing Avendra GPO agreements remain in place, preserving leveraged purchasing power, supplier relationships, and rebate programs, including the current 7% rebate structure, without disruption to hotel operations.
Strategically review to evaluate existing agreements and identify opportunities to retain, renegotiate, or competitively bid services, ensuring the best overall value while preserving pricing advantages, service levels, and operational continuity for ownership.
Keeping McKibbon in place means no interruption to Marriott systems access, guest experience, or brand standards. As part of the Marriott Approved Third Party Operator program, coordination is minimized and the hotel continues to operate normally throughout the transition.
Core Hotel Systems
• Stay PMS (Marriott Property Management System)
• Sales & Catering System
• POS Systems (Restaurant, Bar, Market)
• Accounting Platform
• Revenue Management Systems
• Timekeeping & Payroll Systems
• Marriott Brand Interfaces & Integrations
• Guest Reservation Interfaces
• Business Intelligence & Reporting Tools
Operational Service Providers
• Waste Management Services
• Elevator Maintenance Provider
• Fire & Life Safety Vendors
• Telecommunications Providers
• Internet Service Providers
• HVAC & Equipment Maintenance Vendors
• Kitchen Equipment Service Providers
• Preventive Maintenance Contractors
• Security & Access Control Vendors
Our risk management approach extends beyond insurance compliance. Through proactive safety reviews, loss prevention initiatives, executive oversight, and carrier partnerships, we help protect the asset, reduce liability exposure, and safeguard ownership returns.
Provide comprehensive insurance transition support, analyze loss trends through detailed loss run reviews, coordinates claims and carrier communications, and implements strategies to minimize risk exposure.
Maintains standardized incident reporting protocols, oversees regulatory and brand compliance requirements, and ensures timely resolution of identified risks.
Conduct ongoing Engineering Safety Reviews through our Regional Director of Engineering team to assess life safety systems, asset condition, preventative maintenance programs, and operational risks.
Provide cross-functional support from Engineering, Legal, Operations, Finance, and Safety leaders while partnering with insurance carriers on scheduled and random safety audits
If incumbent management is selected, the prior 30 days lead up to day 1 of ownership, ensuring a seamless ownership change with no operational disruption.
• Formal onboarding and contract assignments
• License and permits transfer
• Liquor license and alcohol compliance
• Marriott ownership coordination
• Banking and treasury setup
• Insurance implementation
• Employee transfer, payroll and benefits
• Vendor notification and account re-papering
• PMS, POS and IT systems cutover
• Group bookings and deposits handoff
• Transition status reporting
The hotel already benefits from an experienced operating team, established Marriott systems, existing vendor relationships, and proven operating procedures.
Ownershipexperiencesaseamlessintegrationintoourmanagementplatform,supportedbyclearcommunication,disciplinedexecution,andaproven frameworkfocusedonmaximizingassetperformanceandlong-termvalue.Operationalcontinuityisensuredthroughtheretentionoftheexperienced managementteam,establishedoperatingsystems,andstrongbrandandmarketrelationships.Thisallowsforaseamlessownershiptransitionwithno disruptiontoguests,associates,orhotelperformancewhilecontinuingtodriverevenue,profitability,andassetvaluefromdayone.
A lean, people-first staffing model that sustains service levels and retains top talent.
Our staffing strategy is built around proven operating models that support efficient hotel performance while maintaining exceptional guest service. Our people-first culture has been a key driver of longterm success and remains central to our operating philosophy. We use market-based compensation tools, incentive programs, associate feedback, and ongoing engagement initiatives to stay competitive in attracting and retaining top talent.
Given our lean and efficient operating structure, we do not anticipate significant changes to staffing levels over the five-year projection period. Our focus remains on optimizing productivity, maintaining appropriate staffing levels based on business demand, and ensuring our teams have the resources needed to succeed. We recruit proactively and continuously develop high-performing leaders and associates across all positions.
The hotel benefits from strong tenure among its leadership team and associates, contributing to operational stability, guest satisfaction, and performance. To ensure continued growth, our Regional Vice Presidents (RVPs) and Senior Vice Presidents (SVPs) emphasize leadership development, accountability, and performance management through property visits, coaching, training, and succession planning aligned to the hotel's long-term objectives.
Capital needs are identified early through disciplined maintenance and planned collaboratively with ownership.
Our operational philosophy emphasizes proactive asset preservation and equipment maintenance to maximize the useful life of all building systems, furnishings, and equipment. Through the disciplined use of Quore , regular property inspections, and ongoing oversight from hotel leadership, Regional Vice Presidents, and Regional Engineering support, we focus on identifying maintenance needs early and addressing them before significant capital investment becomes necessary.
At this time, any capital planning would be developed from the property inspections completed as part of the purchase process and the brand Property Improvement Plan (PIP) process associated with the change in ownership. Capital planning remains ongoing and collaborative, with identified needs communicated to ownership for consideration, budgeting, and long-term planning. In the fourth quarter, hotel leadership and McKibbon's corporate team will complete their annual review and recommend capital projects for the 2027 operating year.
WhyMcKibbon:weareuniquelypositionedtosupportthefinallistofprojectstobeidentified,withourhistoryandunderstandingoftheAloft Tallahassee.
A 4.0% FF&E Reserve provides dedicated funding to protect the long-term quality, functionality, and competitiveness of the hotel.
Our FF&E reserve philosophy is centered on maintaining the long-term quality, functionality, and competitiveness of the hotel while protecting ownership’s investment. To support this objective, a 4.0% FF&E Reserve is suggested and reflected in the Pro-forma.
This reserve, combined with our proactive preventive maintenance program, regular engineering inspections, and ongoing asset preservation efforts, allows us to strategically plan for future replacement needs rather than react to deferred maintenance issues. Through routine property assessments, leadership reviews, and collaboration with ownership, we continuously evaluate the condition of hotel assets and prioritize investments that support guest satisfaction, operational efficiency, brand standards, and long-term asset value.
Theresult:adisciplinedreservestrategyandpreventivecareextendtheusefullifeofassets,minimizeunexpectedcapitalexpenditures,andkeep thehotelinexcellentconditionforguestsandassociatesalike.
A disciplined, collaborative process that gives ownership accurate financial visibility and proactive business planning.
Formal forecasts are submitted bi-monthly, while the General Manager reviews and updates the model weekly. Weekly submissions, distributed Fridays, can be accommodated if ownership prefers.
Hotel leadership, revenue strategy, and regional leadership review performance, booking pace, market conditions, and future demand to keep assumptions current.
Beginning mid-August, budgets use year-to-date actuals, forecasts, and market trends. The GM sets revenue projections from market conditions, competitive position, and RGI opportunity.
Topline budget is submitted through ownership's preferred platform and timeline. After approval, operating expenses are finalized and delivered against required deadlines.
Operatingexpensesarebuiltfromhistoricalperformanceandbusinessneeds,withinputfromSalesleadershipandRegionalVice Presidents, keepingoperations,corporate,andownershipaligned.
The General Manager and Assistant General Manager are responsible for day - to - day accounting at the property level, including accounts payable, accounts receivable, cash management, and daily reporting. These efforts are supported by M3 Accounting Services , which provides professional accounting support and financial processing. McKibbon's internal accounting team adds a further layer of oversight and guidance for hotel leadership and Regional Vice Presidents.
Financial performance is reviewed collaboratively by the General Manager, Regional Vice President (RVP), and McKibbon's assigned accounting leadership team to ensure accuracy, accountability, and operational alignment. Final monthly financial statements and profit-and-loss reports are subject to RVP and SVP review prior to distribution, ensuring consistency and a thorough understanding of the hotel's financial performance before information is shared with ownership.
Forecasting is completed and reported on the 15th of the month, while the General Manager reviews and updates the forecast model weekly so current business trends and booking activity are reflected accurately. If ownership prefers more frequent submissions, we are happy to accommodate more a frequent model; forecasts are traditionally reviewed and distributed on Fridays. A 90-day forecast is submitted at first of each month.
Weekly revenue strategy calls review booking pace, market conditions, group activity, and revenue opportunities, keeping forecasting assumptions aligned with the hotel's operating outlook and providing proactive visibility into performance expectations.
McKibbon follows a disciplined annual budgeting process that typically begins in mid-August, developed using year-to-date results, current forecasts, historical trends, market conditions, and future business expectations.
The General Manager, Revenue Manager, and Sales Leader establish the revenue baseline using market analysis, competitive performance data, and anticipated RevPAR and RGI growth. Expense budgets are built from prior-year performance, operational trends, and anticipated business needs, then reviewed by Sales leadership and the Regional Vice President.
Once revenue projections are finalized, the topline budget is submitted to ownership through their preferred platform and deadlines. After approval, expense budgets are finalized and reviewed before the completed annual budget is submitted.
Reporting timelines are established in accordance with the Management Agreement and ownership requirements. In most cases, monthly financial packages are distributed within 15 business days following the end of the accounting period, and the accompanying monthly management report is submitted within three business days of the financial package release.
Forecasting can be delivered on either a weekly or bi-monthly basis depending on ownership preference, with bi-monthly reporting being the typical standard. Annual budget presentations and submissions are completed according to ownership's specified timeline, ensuring sufficient review, discussion, and approval prior to finalization.
As part of our monthly reporting process, hotel leadership provides a comprehensive management critique detailing the property's financial and operational performance, including revenue and expense results, STAR performance, sales activity, market segmentation trends, guest satisfaction scores, and brand audit results.
The critique serves as a valuable communication tool between hotel leadership, McKibbon corporate leadership, and ownership, providing insight into performance trends, challenges, accomplishments, and strategic initiatives. Ownership review calls follow report submission to discuss results and establish priorities moving forward.
Day-to-day communication regarding asset management, operational initiatives, and capital planning is coordinated through the property's RVP and SVP. These leaders work closely with ownership and corporate resources to ensure alignment on business objectives, asset preservation strategies, and capital investment opportunities.
For engineering, asset protection, and capital planning initiatives, ownership can expect regular collaboration with McKibbon's Vice President of Engineering and Regional Directors of Engineering, ensuring expert support and oversight for all property-related projects and longterm asset strategies.
For accounting matters beyond routine profit-and-loss reviews, ownership will have direct access to McKibbon's accounting leadership team based in Gainesville, Georgia. These communications are coordinated with the RVP and SVP to ensure transparency.
Base management fee will be 3% of Gross Revenues.
10% of the remaining Net Operating Income after the Owner receives a 10% Owner’s Return. The Incentive Management Fee shall not exceed 1% of Gross Revenues.
Initial term would be 3 years with 3year extensions available.
Operating Capital
$500 per key, or $81,000 always.
There are no anticipated changes in personnel or need for training.
We estimate transition costs to not exceed $8,500, and all costs will be tied to the transition of contracts, licenses and permits.
As the incumbent operator today, all benefits would continue as they are in place.
Continuityastheincumbentoperatorkeepstransitioncostsandorganizationaldisruptiontoaminimum.
Termination upon sale with no termination fee.
Termination without cause.
Termination for performance will be based on the following metrics.
• The hotel’s RevPAR Penetration Rate for such period is less than 95% of budgeted RevPAR Penetration Rate and Gross Operating Profit is for such period less than 95% of budgeted Gross Operating Profit
• Or the hotel’s RevPAR Penetration Rate for such period is less than 85% of budgeted RevPAR Penetration Rate
• Or Gross Operating Profit for such period is less than 85% of budgeted Gross Operating Profit
• Manages room authorizations, rates and restrictions
• Manages rooms inventory to maximize cluster rooms revenue
• Maintains the transient rooms inventory for the hotel(s) and responsible for maximizing transient revenue
• Releases group rooms back into general inventory and ensures clean booking windows for customers
• Monitors transient and group inventory daily to ensure straight-line availability and maximization of revenue potential for all brands
• Ensures that the hotel(s) sales strategies are effectively implemented in the reservation system and the inventory system
• Ensures that sales strategies and rate restrictions are communicated, implemented and modified as market conditions fluctuate
• Uses reservations system and demand forecasting systems to determine, implement and control selling strategies
• Understands the working relationship between sales, reservations and property management systems
• Ensures compliance and participation in company promotions and eCommerce channels
• Ensures all hotels follow brand strategies that will maintain and/or increase the hotel(s) revenue per available room (RevPAR)
• Promotes and protects brand equity
• Prepares sales strategy critique
• Creates long range forecast
• Initiates, implements and evaluates revenue tests
• Compiles information, analyzes and monitors actual sales against projected sales.
• Conducts sales strategy analysis and refines as appropriate to increase market share for all properties.
• Participates in ownership reviews (calls and or meetings)
• Attends meetings to plan, organize, prioritize, coordinate and manage activities and solutions
• Understands and meets the needs of key stakeholders (owners, corporate, guests, etc.)
$1,500 Monthly Management Fee
• Annual marketing strategy and budget
• Paid advertising strategy and execution but not limited to OTA ads, Google, paid social, and more.
• Collaboration with Revenue Management and Sales to maximize topline revenue
• Special offer strategy and promotions support
• GDS Campaign optimization and management
• Hotel website content management and optimization
• OTA platform content optimization including Expedia and Booking.com.
• SEO services including keyword research, content optimization and competitive analysis
• Email marketing support
• Enhanced local listings management including Google business profiles, TripAdvisor, Yelp, Yext and more.
• Photoshoot coordination and digital asset management
• Monitoring and support online reputation management for key review sites such as Expedia, Google, Yelp, Marriott Verified Reviews, TripAdvisor and more.
• Ownership review participation
• Property leadership training and education
$2,748 Monthly Fee
• Centralized accounting services consist of the processing of daily accounting transactions necessary for the preparation of the monthly financial statements, including general ledger, accounts payable, payroll, cash flow from operations and banking.
Included in the Fee
• Express mail and regular postage for items sent specifically to or on behalf of the Hotel, which would include accounts payable checks, weekly invoices and accounting information to and from the Hotel, payroll checks, payroll reports and other documents necessary for the efficient operation of the Hotel
• Telephone and fax costs specifically for the Hotel; and
• Costs of photocopying specifically for the Hotel
Excluded from the Fee
• Payroll processing firm fees and payroll personnel charges associated with processing the Hotel’s payroll
• Banking service charges for operating and maintaining the Agency Account.
• Software License and Support Fees for M3 Accounting Services, Inc.
• We propose a management restriction of 5 miles. This restriction would require the approval of Roch for any added hotels to our managed portfolio.
• This restriction would exclude the Hyatt House and Hampton Inn and Suites we manage today.
• Monthly Business Critique to include review of financial performance, market share, guest satisfaction, capital plans, AR and other key metrics provided within 3 business days of the financial closing.
• Forecast for 90 days at the first of each month.
• Current month forecast update on the 15th of the month.
• We utilize the Quore platform to house all equipment data, engineering checklists (daily, weekly, monthly, annually) and preventative maintenance records, and to manage the capital spend approval process.
• The approval process begins with the Chief Engineer and goes through the GM, RVP and RDOE, with final approval by the Owner.
• Some of the brand required morning breakfast options on a more creative or healthy side.
• Re-laminate desktops in balance of rooms. This however is not a major ROI item, mostly design related, but could have an impact on GSS
• Replace barn doors over time with a lighter and easier/cheaper option to source. Would not consider this an immediate need.
• Continued MPI growth with added crew and other base business; shrink the box to leverage more rate and support an ARI focus during high-demand periods of Session, other demand events, and football games
• GOP management — remain disciplined in good and difficult times to maximize the bottom line (Flex and Flow)
• Guest satisfaction consistency in high ADR times
• F&B operation model with Starbucks
• The leadership team
• The labor model
• Government shut-downs affecting sessions and committee business
• Declining labor pool in the rooms division and the need to utilize any forms of contract labor, which we do not currently
The greatest opportunity for ADR growth is to maximize rate during high-demand periods, particularly around Florida State University football weekends, major sporting events, graduation ceremonies, legislative sessions, and other citywide demand generators. Our revenue strategy team works closely with hotel leadership to identify these compression periods well in advance and implement dynamic pricing strategies that capitalize on elevated demand. This has been a consistent focus and a proven driver of ADR growth over the years.
Throughout the current year, we have maintained a disciplined approach to revenue management by closely monitoring booking pace, market demand, and competitive positioning. By recognizing key event weekends and adjusting pricing strategies accordingly, the hotel has successfully captured premium rates while maintaining strong occupancy performance.
The most significant opportunity to improve market share is acquiring crew business that would be a gamechanger over the traditionally softer summer periods when universityrelated demand declines. Historical performance and production analyses have demonstrated that airline crew business can be highly profitable when negotiated at the appropriate rates, especially having 162 rooms.
By maintaining strong relationships with crew providers and aggressively pursuing these opportunities, the hotel can improve occupancy, stabilize revenue, and strengthen overall market share without compromising rate integrity on an annual basis.
Other than the highly competitive and limited contract segment, the hotel currently maintains a well-balanced mix of business across all major demand segments. The team actively manages transient, group, corporate, association, SMERF, and special event business to ensure optimal revenue performance. However, the Negotiated segment continues to be the segment in 2026 that is a focus. Our results in group have been great, and the shift of Other Discount to BAR has been well executed, but we recognize there is more opportunity in the Negotiated segment.
The hotel focuses on maximizing the benefits of the Marriott Bonvoy platform by increasing member enrollment, driving loyalty participation, and leveraging Bonvoy promotions to attract and retain guests. Additional opportunities exist to further utilize Bonvoy within the group and event segments by promoting member benefits during the sales process and encouraging repeat business from event attendees and planners.
Through enrollment efforts, targeted promotions, and strategic use of Marriott's loyalty ecosystem, the hotel can further strengthen guest retention, increase direct bookings, and enhance overall revenue performance while improving long-term customer loyalty via Guest Satisfaction too.
Beyond investments already made and the upcoming PIP requirements under new ownership, we see no capital opportunity that would materially improve ROI. The hotel is in good condition and prior spend targeted revenue, guest satisfaction, and efficiency.
Rather than relying on major capital expenditures, our focus is eCommerce, revenue management, and digital distribution. Online marketing, OTA optimization, Marriott distribution platforms, and revenue tools have historically returned more than traditional projects.
The hotel has benefited from enhancements to the Starbucks/Bistro food and beverage model, upgraded back-of-house catering equipment, and improvements that elevate meeting and event food productionstrengthening guest experience and adding revenue.
Our focus stays on maximizing return from existing assets through disciplined revenue strategy, asset preservation, and preventive maintenance. Future recommendations would be judged on ownership objectives, market conditions, brand requirements, and demonstrated ROI.
WHERE DO WE SEE OPPORTUNITIES TO IMPROVE OPERATING EFFICIENCIES?
The hotel has demonstrated consistent discipline in managing labor, expenses, and overall operational performance. We see no significant areas requiring corrective action - the focus is continuous improvement and incremental gains in profitability.
Our proprietary platform, powered by Tableau, provides real-time visibility into financial, operational, sales, and guest satisfaction metrics - enabling hotel and corporate leadership to decide quickly and address trends proactively.
Hotel Effectiveness for labor management, Quore for maintenance and asset protection, and Marriott's business intelligence suite automate processes, improve accountability, reduce administrative burden, and deliver actionable insights.
The greatest efficiency gains ahead will come from strategic use of AI, enhanced reporting, process automation, and data-driven decision-making rather than operational restructuring - supporting associates, guests, and financial performance.
RevPAR
Revenue per available room, tracked monthly against budget and prior year.
RGI / RPI
Market share index versus the competitive set - the top indicator of relative performance.
Marriott Bonvoy contribution and new member enrollments at the front desk.
Brand satisfaction scores, online reputation, and consistency of service execution.
Mix and cost of business by booking channel, from brand.com through the OTAs.
Labor as a percentage of revenue, with hours-per-occupied-room productivity metrics.
Forward booking pace and segment mix across Group, Negotiated, and Transient.
RPI/RGI remains the top indicator of market share. Grow share through disciplined revenue management, strategic pricing, and optimization during FSU football weekends, legislative sessions, graduations, and special events.
Drive ADR growth where market conditions support it while maintaining strong occupancy levels across the year.
Maintain a focus on consistent guest satisfaction scores, online reputation, Marriott brand measures, and service execution.
Recruit, retain, and develop top talent through competitive compensation, engagement surveys, leadership development, and McKibbon University training.
Continue disciplined utilization of Quore, preventive maintenance programs, engineering inspections, and property visits to keep the hotel in excellent condition.
WHAT OPPORTUNITIES REMAIN UNREALIZED, AND WHAT WOULD WE DO DIFFERENTLY TODAY?
The most significant opportunity that remains is building on base business, particularly securing crew business. Strategically pursuing these opportunities would further enhance the hotel's performance and competitive position.
Rather than significant change, our focus would be on refining existing strategies, starting with pursuing additional crew business opportunities to help fill lower-demand periods.
Given the hotel's performance, experienced leadership team, recent renovations, and disciplined operational practices, there are no major operational changes we would recommend today. The property is well positioned within its market and has consistently delivered solid results.
We would keep an intense focus on Negotiated segment growth. Performance in the other segments has been on point, especially Group, but Negotiated will always be a focus segment, particularly in the summer months.
Our Senior Vice President has been involved since the hotel's opening, our Regional Vice President previously served as its General Manager, and our Market Sales Leader was promoted from within, giving us a unique understanding of the hotel's customers, business mix, and positioning.
We know the seasonal demand patterns, revenue drivers, major events, corporate accounts, group opportunities, and competitive challenges, so ownership gains faster decisions, greater efficiency, and proven strategies without transition disruption.
Our Revenue Generation team oversees multiple hotels across the Tallahassee market. The cluster sales model keeps business leads within our hotels, improves conversion, and delivers cost savings in salaries and FSU sports alliance membership fees.
Continuity preserves established relationships with associates in a difficult labor market, along with guests, Marriott, universities, government entities, and community partners, protecting market share, satisfaction, and momentum from day one.
McKibbon's long-standing relationship with Marriott and the Aloft brand creates value through credibility, influence, operational expertise, and our ability to advocate for the best interests of our hotels.
Because of our extensive experience operating Aloft and other Marriott brands, Marriott regularly engages our team on brand initiatives and McKibbon's President serves as President of the Aloft Franchise Advisory Committee (FAC).
• Strong advocacy and representation with Marriott
• Early insight into brand initiatives and future direction
• Practical input on PIP requirements and renovation strategies
This relationship lets us leverage the strength of the Aloft brand while keeping decisions focused on guest satisfaction, operational performance, asset preservation, and long-term value creation for ownership.
• Collaborative solutions balancing brand standards with owner returns
• Proven operational expertise across the Aloft portfolio
• Enhanced access to Marriott resources, support, and best practices
We run every hotel as if we owned it, taking full accountability for its performance. We protect the operating strengths behind the hotel's success while looking ahead to grow revenue, improve profitability, elevate the guest experience, and outperform the competitive set.
New ownership brings fresh perspectives and objectives, and we see that as an opportunity. We welcome ownership's vision for the asset and pair it with McKibbon's operating expertise and deep knowledge of this hotel and market.
Progress comes from data, experience, innovation, and accountability. Regular performance reviews, market analysis, revenue strategy meetings, guest feedback evaluation, and asset preservation initiatives keep us testing where results can improve.
Our long history at the Aloft Tallahassee, market knowledge, relationships, and proven operating disciplines mean we drive results on day one. We stay proactive as conditions shift, building a partnership that delivers long-term value.
With a century of hospitality expertise, our approach shapes everything from strategic partnerships to market expansion. What sets us apart is our deep commitment to people—demonstrated through exceptional associate care, chaplain services, robust training and leadership development, and a genuine dedication to giving back to the communities we serve. Backed by a strong reputation for excellence and numerous industry awards, we take pride in the impact we make. Most importantly, our projects have played a meaningful role in transforming and reinvigorating communities across the U.S.
Partnership Circle Award
- McKibbon Hospitality, 2020, 2017 & 1995
J. Willard Marriott Award of Excellence
- Rada Kukrika, Courtyard Orlando Maitland, 2020
- Theresa Wilson, TownePlace Suites Pensacola, 2014
Alice S. Marriott Community Service Award
- Aloft Asheville Downtown, 2019
Community Service Hotels of the Year Award
- Residence Inn Macon, 2019
- TownePlace Suites Pensacola, 2013 & 2012
Opening Hotel of Year Award
- Aloft Greenville Downtown, 2016
- Aloft Asheville Downtown, 2012
Diamond General Manager of the Year Award
- Courtyard Gainesville, GA
- Courtyard Fort Myers at I-75, 2023
- Residence Inn Fort Myers at I-75, 2025 & 2024
- Residence Inn Tallahassee North/I-10 & Capital Circle
Diamond Circle Award
– AC Hotel Asheville Downtown, 2025
– Residence Inn Fort Myers at I-75, 2025
Marriott Continued
Gold Circle Award
- Residence Inn Charlottesville, 2022 & 2023
- Residence Inn Fort Myers at I-75, 2023
Silver Circle Award
- Courtyard Gainesville, GA, 2025
- Residence Inn Knoxville Cedar Bluff, 2023
- SpringHill Suites Pensacola, 2023
Aloft Hotel of the Year Award
- Aloft Greenville Downtown, 2018
Aloft General Manager of the Year Award
- Aloft Jacksonville Airport, 2019
- Aloft Asheville Downtown, 2016
Aloft Department Leader of the Year
- Jake O’Dare, Aloft Greenville, 2025
Aloft Talent of the Year
- Gwen Lavenue, Aloft Denver North Westminster, 2024
AC Family Member of the Year
- Will Barrett, AC Hotel Asheville, 2024
Courtyard Department Leader of the Year
- Sabrina Thrasher, Courtyard Gainesville, GA, 2025
2025 Hunter Conference Award for Excellence & Inspiration
- John McKibbon
2025 Tampa Bay Business Journal Businesswoman of the Year
- Lynn Prater
Wine Spectator Award of Excellence
- Bargello, 2025 & 2026
2024 Explore Asheville's William A.V. Cecil Tourism Leadership Award
- McKibbon Hospitality
2024 Metropolitan Ministries Foundation Legacy Award
- John McKibbon
2019 Visit Tampa Bay Gonzmart Family Tourism Ambassador of the Year
- John McKibbon
We truly believe that hospitality starts from within, which is why we take the associate experience as seriously as we take the guest experience. We're committed to ensuring our associates' physical, mental, financial, and spiritual wellbeing are supported through profit sharing, wellness initiatives, quarterly bonuses, and 401k match. We invest in every associate, providing continuous and targeted training, development and growth opportunities, proudly recognizing their dedication and spirit to serve others through our Associate of the Month program, internal awards, and more.
In your time of need or when you just need a listening ear, someone is always there. We’ve proudly partnered with Marketplace Ministries for over 25 years to provide chaplain services in every single hotel, for every single associate, and every single guest. Our guests and associates always have access to a chaplain who is uniquely trained to support their emotional needs and challenges they may be facing.
As much as we’ve evolved since our founding, one thing hasn’t changed: we’re still a family company, dedicated to the communities that we call home. We set the stage for charitable giving with McKibbon’s Matching Funds Program
— our way of showing associates that we are as invested as they are. Through this successful program, the McKibbon Hospitality Foundation matches every single dollar earned through hotel fundraising events.
We partner with two of Florida’s leading universities – the University of South Florida (USF) and Florida International University (FIU) – to give hospitality students practical experience and mentorship as they prepare to enter the industry. Through the USF partnership, hundreds of students have completed on-the-job training across our portfolio, and several of our leaders serve as adjunct professors. Our relationship with FIU – the alma mater of our Chairman, John McKibbon – continues through alumni outreach, support for integrating technology and innovation into the curriculum, and student scholarships. VIEW USF VIDEO
We’re all part of ONE McKibbon family and ONE shared vision. McKibbon One helps put that vision — and how we each contribute to it — center stage. More than an annual leadership conference, McKibbon One is a time to reflect, celebrate, and plan for the future. It’s when we band together to renew our focus and commitment to our goals and objectives. Above all, McKibbon One is about realizing how one person has the power to make an impact on our entire company.
VIEW OUR McKIBBON ONE VIDEO
Since its inception in 2014, several of our Aloft hotels have partnered with local animal rescue organizations to foster one dog at a time, increasing each dog’s chance of finding their forever home. Through the unique program, we have proudly saved over 1,500 dogs and the number continues to grow.
Hospitality begins here, with each and every one of us.