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Colorado Springs has long stood as one of Colorado’s most popular drive-to leisure destinations during the peak summer months. Government entities and related contract business have also supported strong lodging dynamics. While disruptions within the government segment over the past year have resulted in uncertainty for the near term, the long-term outlook remains optimistic.

Over the past few years, like to 3 to 5 years, conversations about generational differences in the workplace have grown noticeably more charged. What once felt like manageable tension has turned into open and public frustration, with leaders and teams often speaking past one another instead of engaging productively. These challenges are frequently attributed to differences in values, work ethic, or even expectations, yet that explanation overlooks what I consistently see on the ground: a leadership education that has not kept in pace with the workforce that is now expected to lead.

Today’s travellers expect to move fluidly between inspiration, research, and booking. They might discover a hotel on social media, validate it using AI tools or OTAs, and then book directly when the experience feels clear, valuable, and easy.

Modern sales leadership must rethink talent, incentives, and team design to scale revenue in 2026.

Let’s talk about a silent problem that’s costing hotel groups thousands of hours a year, and quietly strangling their ability to scale.

The hotel sector in Minneapolis–St. Paul continues to evolve and recover from pre- and post-pandemic oversupply and demand changes. Leisure and event-driven travel have returned with renewed energy, but not yet at the scale needed to fully offset the region’s corporate travel losses.

It’s been the recent talk of the industry. We’ve been sensing it for a while, and now it’s getting clearer: AI is slowly but surely disrupting online travel discovery, search and possibly booking. Markus Busch recently broke this down in one of the better hotel industry pieces I’ve read lately. And Thomas Reiner has an excellent take as well. Here’s my take (which is a slightly more detailed version of the post I shared).

Many of us will have been in meetings over the past few weeks, analyzing the year just gone and considering what could be done differently in 2026. How can can successes be enhanced and lessons learned from our failures? Such events are a chance to understand that a new year means opportunities to do things differently.

Every revenue manager has had that moment. You sit there, staring at the screen. Pickup is… meh. Forecast is blinking at you like it knows something you don’t. Sales wants action. Marketing wants “a campaign.” The GM wants certainty. The owner wants sleep.

Artificial Intelligence has transitioned from the future of technology into an actual key player in business decisions – and the hospitality industry has welcomed it. From dynamic pricing engines and chatbot concierges to predictive maintenance and personalized guest journeys, AI is redefining how hotels operate, market, and deliver services to their customers. With these new tech inclusions, the industry has a vested interest in identifying what’s working, what’s not, and what pivots leaders should be planning for next.