30 Jul RESA Member Spotlight – Evan Weiss, Co-Founder, COO & Principal of LW Hospitality Advisors

What is LW Hospitality and how do you help hotel owners, investors, developers, and operators?
LW Hospitality Advisors is a trusted consultant and advisor in the hospitality space. We support stakeholders—owners, investors, developers, operators, lenders, and special servicers—by providing appraisals, feasibility studies, market analysis, asset management, and strategic guidance. Our strength is being a neutral, informed party with access to data and insights across the industry. Clients turn to us for everything from labor strategies and risk assessment to operational guidance and long-term investment planning.

What trends are you seeing in hotel investment?
We’re seeing a major slowdown in investment sales activity, largely driven by a high-interest-rate environment and tighter capital markets. Many current sales aren’t voluntary—they’re driven by debt maturities or unmet capital expenditure needs. Investors today are demanding higher cap rates (8-9% post-CapEx) compared to just a few years ago. There’s strong interest in both ends of the market: high-efficiency economy extended-stay hotels and high-end luxury properties that command premium rates. The middle—commodity brands in saturated markets—is struggling to justify returns.

The Ranch at Rock Creek, with luxury accommodations and all-inclusive amenities secluded in Montana’s pristine valleys.

What are some of the top challenges facing hotel operators right now?
Labor, insurance, and property taxes are persistent headwinds. Rising minimum wages and union strength are putting pressure on operating models. Add to that the skyrocketing costs of construction and renovation—up 30–40% since 2019—and it’s a difficult landscape. Required brand renovations (PIPs) are often prohibitively expensive and don’t necessarily generate a direct ROI beyond retaining the brand. Insurance premiums are also spiking, especially in high-risk zones.

Are there certain types of hotels performing better than others right now? Why?
Yes, the barbell strategy is winning—economy extended-stay brands and ultra-luxury hotels. Extended-stay products like WoodSpring Suites, Echo Suites and Hyatt Studios are built for efficiency, often running with just 5–10 employees.  On the other end, luxury hotels can charge $800 to $2,000 a night and generate meaningful revenue through food, spa and activities. The middle—your standard select or full-service brands—is heavily commoditized, with limited opportunity to outperform competitors.

How are boutique hotels doing? Why are they performing so well?
Boutique and lifestyle properties are thriving. Today’s travelers, especially younger ones, crave experiences over status symbols. These hotels offer curated, hyper-local stays that feel unique and personal. Whether it’s an upstate retreat or a suburban hideaway, these properties attract guests who want to escape and indulge without traveling far. They’re experiential, design-forward, and built around a story—and guests are willing to pay a premium for that.

Are there certain hotel markets performing better than others right now? Why?
Markets like Miami, Texas, Nashville, and parts of Florida have operational advantages—lower taxes, strong demand—but they’re also facing supply concerns, insurance hikes, and economic pullbacks. Major urban centers like New York, Los Angeles, and Chicago are weighed down by taxes, labor regulations, and political challenges. In some cases, the regulatory burden has made assets in those cities nearly uninvestable.

Is business travel back? How does the US market compare with other international markets?
Yes, business travel is largely back. Corporate transient is at about 90–95% of 2019 levels, and corporate group travel is close to full recovery. Leisure travel, both group and transient, has exceeded pre-COVID levels. The U.S. has rebounded faster than Europe and Asia, particularly in domestic travel.

The Pendry Natirar, a stately escape on 500 rolling acres in New Jersey’s Somerset County.

If you could own one hotel, which would it be?
I’d lean toward owning a high-end boutique hotel in the Hudson Valley or tri-state area—. These types of assets offer rich potential for value creation and are deeply tied to the guest experience. That said, I’ve always joked that people who want to own a Four Seasons are in it for ego. The real business move?  Own 40 Hampton Inns and stay at the Four Seasons.

What amenities and services/programming is hot right now? What do guests want?
Wellness is huge—think spa-focused resorts, immersive wellness programs, and outdoor experiences. Glamping and nature-focused getaways are still trending. Guests want authentic, high-touch experiences more than luxury for luxury’s sake. On the budget side, the demand is for clean, efficient, no-frills lodging at a reasonable price.

How can technology play a more important role in hotel operations?
There’s massive untapped potential. From robotic room cleaners to AI-powered call centers and smarter self-check-in systems, we already have the tech—it’s about deploying it. Why are we still banging away on keyboards at the front desk or cleaning rooms daily for short stays? Tech can help cut labor costs, streamline operations, and improve the guest experience. Companies like Kasa are leading in this area.

What should hotel operators be focused on moving forward?
Two things: revenue retention and cost control. Maintain your RevPAR by outperforming your comp set and keep a laser focus on expenses—especially labor, insurance, and taxes. Operators need to think differently. Culture matters, but so does tech, smarter staffing, and aggressive expense management. The winners in the next decade will be the ones who figure out how to flow 40% to the bottom line on the same top-line RevPAR as their competitors.

How do you help hotel investors decide what to do with a hotel property?
We perform a deep-dive SWOT analysis—looking at everything from revenue generation and employee culture to asset condition and branding. We then develop a clear playbook and work monthly with the on-site teams. Our approach isn’t about replacing management; it’s about empowering them to operate more effectively and profitably. We help the owner make more money, plain and simple.

How can hotel owners utilize technology to improve their operations and lower their bottom line?
Use AI and tech tools for revenue management, guest acquisition, cost benchmarking, and labor efficiency. Shift from daily housekeeping to opt-in models, automate check-ins, explore robotics for cleaning. Reprice insurance, renegotiate service contracts, and use smarter data to make every dollar work harder. Hotels won’t win on RevPAR alone—it’s about smarter spending and efficient operations.

What’s next for LW Hospitality Advisors?

For us at LW Hospitality Advisors, the future is all about scaling smart. I want to continue strengthening our valuation team—making it more efficient, higher quality, and tech-forward. We’re integrating AI into both our valuation work and our asset management practice, which has really hit its stride over the past 18 months.

Our data analytics platform, LARC, is another major focus. We launched it in early 2020, and while it’s still relatively young, there’s massive potential there. I see big opportunities for partnerships—especially around revenue management and financial performance tools.

At the end of the day, the goal is for LW to be the most effective, insightful, and valuable advisory platform in hospitality. We’re not just about reports—we want to help owners make smarter decisions, operate more profitably and stay ahead of the curve.