As hotel systems grow more complex, the real opportunity isn’t in adopting more technology but in using it to become a better, more reliable operator

By Ted Jabara

Technology is accelerating nearly every change happening in our industry today.

From AI-driven revenue management to more efficient operating models, we’re seeing tools that allow us to rethink how our hotels are run. Systems are getting smarter. Data is becoming more actionable. Processes that once required multiple people can now be streamlined or automated.

But technology alone isn’t the answer.

In fact, the more advanced the tools become, the more important the real question becomes: How does technology help us become a better operator?

At the end of the day, this is still a people business. It always will be. The goal isn’t to replace the human element but to enhance it.

At Meyer Jabara Hotels, that belief has fundamentally shaped how we approach technology. We don’t view automation as something we outsource and hope for the best. We see it as a core operational discipline that requires the same level of attention, expertise, and accountability as any other part of the business.

That’s why we made a deliberate decision to bring technology management in-house and take a more hands-on approach across our portfolio.

Moving Beyond ‘Set It and Forget It’

For many years, hotel technology was treated as a necessary utility. You installed systems, contracted with vendors, and relied on third parties to maintain them. As long as the internet worked and the PMS stayed online, you didn’t think much about it.

That model no longer works.

Today’s hotel environment is far more complex. Every property relies on a web of interconnected systems, from property management and reservations to point-of-sale, entertainment platforms, mobile connectivity, and IoT devices. Each of those systems depends on a stable, secure, and high-performing network.

If that foundation isn’t solid, everything above it is at risk.

Our hotels have seen firsthand how technology issues can impact operations. Network disruption isn’t just an IT problem; it affects guest satisfaction, team productivity, and ultimately revenue. When systems don’t communicate properly, the entire operation is impacted.

That’s why we believe technology has to be actively managed, not passively maintained.

Infrastructure Behind the Experience

One of the biggest misconceptions in hospitality is that technology is mostly guest facing. In reality, the most critical work happens behind the scenes.
Our focus starts with the infrastructure. That means designing, procuring, installing, certifying, and continuously monitoring each property’s network environment.

We’re talking about everything that enables connectivity and communication across a hotel: cabling, routers, access points, network segmentation between guest and staff systems, bandwidth management, and the security layers that protect all of it.

This isn’t glamorous work, but it’s essential in the management company environment. And it’s something that few, if any other companies like ours do themselves.

When the network is designed properly, communication flows the way it should. Guests can connect seamlessly. Staff can do their jobs without friction. Systems integrate the way they were intended. And most importantly, the hotel operates as a cohesive unit.

When it’s not, even the best tech tools in the world won’t deliver the results you expect.

Owning the Technology Stack

We take full ownership of the technology environment—not just pieces of it. That includes cybersecurity, data backup and recovery, system monitoring, and help desk support. It also includes understanding how every system within the hotel interacts with one another, from the PMS to VoIP to POS and beyond.

Managing a hotel network is not a simple task. There are dozens of systems running simultaneously, and a system failure in one area can quickly cascade into others. Without the right expertise in place, it’s easy for issues to go undetected until they start impacting operations.

That’s why we’ve built an internal team of hospitality-focused IT professionals who understand not just technology, but how hotels actually operate. There’s a big difference between general IT support and hospitality IT support. Because hotels are 24/7 operations, we must meet real-time guest expectations. We can’t afford downtime, and guests can’t afford slow response times.

By taking a hands-on approach to technology, we’re able to be proactive instead of reactive. We can identify issues before they become problems, maintain system performance, and ensure that every property stays connected to its guests and to the broader organization.

When technology is managed correctly, it becomes more than just infrastructure. It becomes a competitive advantage.

It allows us to operate more efficiently. It supports better decision-making. It enables our teams to spend less time troubleshooting and more time focusing on guests. It also creates consistency across the portfolio. Whether a property is in a pre-opening phase, undergoing a renovation, or operating at full capacity, we can ensure that the technology environment meets the same standards and performs at the same level.

That consistency matters not just for brand compliance, but for the overall quality of the guest experience.

Supporting the People Behind the Technology

One of the most important elements of our approach is the support structure behind it. We’ve built a centralized help desk that operates as an extension of each hotel. From the property’s perspective, it feels like having an in-house expert available at all times

But what makes the difference is who’s on the other end of that support. Our team isn’t just technically proficient, they understand hospitality. They understand how systems connect, why they matter, and what’s at stake when something goes wrong.

That level of expertise reduces downtime, minimizes disruption, and ultimately saves owners money—not just in service costs, but in avoided lost revenue.

As technology continues to evolve, there’s a natural tendency to focus on what it can replace. But in our view, that’s the wrong lens. The real opportunity is in how technology can support people. How it can remove friction from daily tasks. How it can give teams better information. How it can create more time for meaningful guest interactions.

New tools will continue to emerge. Expectations will continue to rise. And the complexity of operating a hotel will only increase. That’s why it’s so important to step back and ask the right question.

Not “What technology should we adopt next?” But “How does this technology make us a better operator?”

At Meyer Jabara Hotels, that question drives everything we do on the technical side of the business. It’s what led us to take a more hands-on approach. It’s what shapes how we invest in infrastructure and talent. And it’s what ensures that technology remains aligned with our ultimate goal of delivering a better experience for our guests, our teams, and our ownership partners.

In the end, technology isn’t the business, but how we use it just might define us.

Phoenix, Arizona (May XX, 2026) — WorldHotels, a global brand of independent luxury and lifestyle hotels within the BWH® Hotels portfolio, is spotlighting standout properties across the EMEA region that reflect a growing shift in modern travel: travelers are moving beyond the world’s most overfamiliar city itineraries in search of places that feel more personal, more connected and more rewarding to explore. From creative Dutch cities and historic Belgian market towns to Bahrain’s waterfront capital, these destinations offer a different kind of city break; one shaped less by checklists and crowds, and more by atmosphere, local culture and the rhythm of everyday life.

Hotel Haarhuis, WorldHotels™ Crafted – Arnhem, The Netherlands

Founded in 1918 as a coffee house, Hotel Haarhuis still feels like Arnhem’s living room, a place where locals, travelers and the city itself continue to meet beneath one roof. Set directly opposite Arnhem Central Station, the hotel blends heritage with contemporary Dutch design through rooftop cocktails at BLOU, pastries at HOEK Coffee & Pastry and wellness spaces that overlook the city skyline. Beyond the hotel, Arnhem reveals a different side of the Netherlands: creative yet relaxed, shaped by independent boutiques, the city’s renowned fashion and design scene and the nearby landscapes of De Hoge Veluwe National Park. It is a city break where culture and nature feel unusually close together.

Hotel Damier, WorldHotels Crafted – Kortrijk, Belgium

On Kortrijk’s historic Grote Markt, Hotel Damier reflects the quiet confidence of one of Belgium’s most creative smaller cities. Dating back to 1398, the hotel layers centuries of Flemish heritage with contemporary interiors, intimate dining spaces and views over the market square that place guests directly into the rhythm of local life. Beyond its medieval façades, Kortrijk has emerged as a design-driven cultural destination shaped by craftsmanship, architecture and riverside creativity, where galleries, concept spaces and slow café culture replace the pace of larger capitals. Like the city surrounding it, Hotel Damier feels thoughtful, atmospheric and deeply rooted in place.

City Hotel Gouda, WorldHotels Crafted – Gouda, The Netherlands

In Gouda, beauty reveals itself quietly: bicycles gliding across canal bridges, warm lights reflecting onto cobbled streets and centuries-old trading houses lining the waterways. Positioned beside the Gouwe River in the historic center, City Hotel Gouda places travelers within walking distance of Gothic architecture, hidden courtyards and the city’s famous cheese market, while its contemporary interiors offer a calm contrast to the history outside. Far beyond its global cheese reputation, Gouda emerges as one of the Netherlands’ most charming smaller cities that is intimate, walkable and filled with the kind of everyday atmosphere travelers increasingly seek instead of crowded capital routes.

The K Hotel, WorldHotels™ Distinctive – Manama, Bahrain

While much of Gulf travel continues to revolve around spectacle and scale, Manama offers something more layered: a waterfront city shaped by pearling history, cosmopolitan energy and a social culture that unfolds gradually through cafés, souqs and seaside evenings. Located in the lively district of Juffair, The K Hotel combines sweeping city views, spacious suites, dining venues and wellness spaces in one of Bahrain’s most connected urban neighborhoods. From the historic streets of Muharraq and Bab Al Bahrain to contemporary restaurants and waterfront promenades, Manama rewards travelers looking for a Gulf experience that feels more personal, cultural and grounded in local life.

As travelers continue to move away from crowded, one-size-fits-all itineraries, WorldHotels is seeing growing interest in cities that offer a stronger sense of connection to local life. From Arnhem’s creative energy and Kortrijk’s café-lined squares to Gouda’s canal-side calm and Manama’s waterfront social scene, these destinations offer a more personal way to experience a city. Across the EMEA region, second cities and lesser-known capitals are stepping into the spotlight, proving that some of the most memorable journeys often begin beyond the usual routes.

Why NFC is driving frictionless tipping and becoming a competitive advantage in hospitality

By Doron Dreyer

In hospitality, technology only matters when it improves human connection. When it comes to tipping, that is especially true. As hotels and service businesses continue adapting to a cashless world, operators are increasingly faced with a deceptively simple question: Implement QR code tipping or NFC tipping?

At first glance, both solutions appear to accomplish the same goal. Both are contactless. Both remove the friction of cash. Both allow guests to reward exceptional service digitally. But the guest and employee experience behind each technology is dramatically different, and in 2026, that difference matters more than ever.

QR code tipping helped introduce operators of hospitality entities to digital gratuities. The model is familiar: a guest scans a printed code, waits for a browser window to open, navigates to a tipping page, selects an amount, and completes payment. It works, and for many restaurants or fixed-service environments, it remains a functional entry point into digital tipping. QR codes are inexpensive to produce, simple to deploy, and easy to update.

But hospitality is ultimately built around moments. And every additional step between a guest’s intention to tip and the completion of that action creates an opportunity for hesitation, distraction, or abandonment.

In a busy hotel lobby, a dimly lit restaurant, or after a long travel day, even minor friction becomes meaningful. Older devices, poor connectivity, or unfamiliarity with QR conventions can interrupt the process before a tip is ever completed.

NFC tipping changes that experience entirely.

Using Near Field Communication technology (the same technology behind Apple Pay and Google Pay) guests tap their phone against an NFC-enabled badge, keychain, wristband, or tag worn by a service employee. The tipping page opens instantly. No scanning. No camera. No waiting. The interaction feels natural because guests are already conditioned to tap-to-pay in nearly every other aspect of their lives.

That simplicity has a measurable impact. The fewer barriers between appreciation and action, the higher the likelihood a guest follows through. In an industry where gratuities directly influence employee satisfaction and retention, reducing friction is not a minor operational improvement, it’s a workforce strategy.

Portability is People Pleasing

The distinction becomes even more important in hotel environments where employees are inherently mobile. QR codes are tied to locations: a table, a front desk, a room card holder. NFC tags are tied to people. A valet, housekeeper, shuttle driver, bellhop, or bartender carries their tipping identity with them throughout the property. The interaction becomes personal rather than transactional.

That portability also reflects a broader shift taking place across hospitality. Increasingly, workers want ownership over their professional identity and earning potential. NFC-based systems support that evolution by allowing tipping access to move with the employee across shifts, departments, properties, and even careers. A printed QR code simply cannot offer the same flexibility.

Security is another area where the technology gap becomes impossible to ignore.

QR codes, by nature, can be copied, photographed, replaced, or redirected to fraudulent destinations. For luxury hotels and premium hospitality brands, that vulnerability introduces unnecessary risk. Guests expect secure, seamless transactions, particularly when interacting with digital payment systems.

Modern NFC infrastructure addresses those concerns directly. NFC tipping meets the same security standards consumers already trust in financial transactions. That’s why secure NFC technology paired with encrypted authentication protocols is becoming the new benchmark for hospitality tipping platforms. NTAG 424 DNA chip and its Secure Unique NFC (SUN) message feature is the gold standard in secure physical-to-digital authentication. This is what delivers banking grade security to electronic tipping.

Every interaction is trusted, seamless, and tamper-resistant in addition to being convenient.
None of this suggests QR codes are obsolete. For restaurants with fixed seating arrangements or venues operating under strict hardware budgets, QR tipping can still serve as a practical solution. In many cases, operators may even choose to offer both methods simultaneously, giving guests flexibility based on context and preference. However, the future lies with secure NFC, which can be fully managed on the cloud.

The hospitality businesses leading the industry forward are increasingly recognizing that digital tipping is no longer just about accepting payments. It’s about designing a guest experience that feels effortless while empowering the employees who create exceptional service every day.

QR codes opened the door to digital tipping. NFC is redefining what that experience can become.

As the hospitality industry continues modernizing around mobile-first guest behavior and employee-centered technology, the winners will be the brands that eliminate friction, strengthen trust, and put service professionals at the center of the experience. In that environment, NFC isn’t simply a better technology; it’s a better hospitality solution.

To read a more in-depth version of this article, click here.

About the Author

Doron Dreyer is Co-Founder and CEO of GratifID, a financial technology company building TIPMO, a digital tipping infrastructure for the hospitality industry. GratifID’s innovative payment and engagement technologies are designed to modernize how businesses recognize, reward, and connect with their workforce. Focused on hospitality and service-driven industries, the company’s solutions are built to simplify operations while improving employee experience and guest engagement. Visit www.tipmo.com

It’s time to rethink food and beverage as a strategic driver of revenue, relevance, and guest loyalty

By Wayne West III

Early in my career, I spent a lot of time in food and beverage. I worked nearly every position and every shift. I was fortunate to have mentors who did not just teach the mechanics of the business, but the value behind it. They made it clear that food and beverage was not there to fill space. It was there to perform.

I learned how to market to guests already in the building. I learned how to position a restaurant so it felt like a choice, not a convenience. Most importantly, I learned that when you get it right, the guest responds. They spend more. They stay engaged. They come back.

That lesson still applies, but it is not being applied consistently across our industry.

There was a time when hotel restaurants and bars mattered more than they do today. They were part of the reason people chose a hotel. They were part of the local community. Over time, we lost ground. Independent restaurants became more relevant, more creative, and more aggressive in going after the guest. At the same time, the growth of Select Service hotels lowered the overall focus on F&B.

The result is what we see now: F&B outlets that are underutilized, under marketed, and under managed.

The operating environment has also become more difficult. Food costs are up. Labor is harder to manage and more expensive. Guests have more options, and they expect more from every dining decision they make. That combination has pushed many operators to treat F&B as something to contain rather than something to build.

If anything, the environment today requires more discipline and more attention, not less. Food and beverage should be managed with the same level of focus as rooms revenue. It has a direct impact on performance, and it is one of the few areas where we can still create a clear point of differentiation.

When it is done right, F&B drives preference. Guests choose your hotel because the experience is better, not just because the room is available. This outcome shows up in occupancy, in rate, and in repeat business. It is not theoretical. It is measurable. And it starts with relevance.

If the offering does not match the guest desires, the guest will leave the building to dine. That decision is made quickly, and once it is made, the revenue is gone. Operators must understand who their guest is and build an offering that fits. That includes the menu, the price point, and the experience.

It also requires visibility. Too many guests walk through a hotel without a clear understanding of what is available to them. That is a failure at the property level. Team members should be talking about the outlet. The space should feel active and inviting. The messaging should be clear. None of that requires a major investment, but it does require attention.

Execution matters just as much. A limited menu that is done well will outperform a broad menu that is inconsistent. Purchasing has to be controlled. Waste has to be managed. Pricing has to reflect cost and value. These are the same disciplines we apply in other parts of the operation, and they apply here too.

There are better tools available today to support this. Data can tell us what is selling and what is not. It can help us adjust menus, pricing, and purchasing in real time. Technology can make it easier for guests to engage, whether through mobile ordering or more personalized recommendations. These tools are useful, but they do not replace management; they support it.

The other factor is people. In a labor-constrained environment, you cannot afford to be in a constant cycle of turnover. Training, engagement, and accountability matter. A well-run outlet starts with a team that understands expectations and is capable of delivering on them consistently.

Most properties do not need to rebuild their F&B from the ground up. They need to manage it differently and make it an important part of the business plan annually. That may mean repositioning the concept. It may mean simplifying the menu. It may mean creating a better connection between the outlet and the guest. In most cases, the opportunity is already there.

At Newport Hospitality Group, we see this as a clear call to action. Operators need to take a hard look at their food and beverage performance. Not just the revenue, but the utilization, the visibility, and the execution. If the outlet is not contributing in a meaningful way, it needs to be addressed.

Food and beverage is not just an amenity. It is a business unit and it should be expected to perform.