Geopolitical tensions are reshaping global hospitality, disrupting operations and investments. As uncertainty rises, hotel management agreements must evolve. Scott C. Antel, owner and founder of SCOTT’S FZ, highlights the need to protect investor confidence and resilience.

The global hospitality industry is increasingly influenced by geopolitical risk, as sanctions and instability disrupt hotel operations and investment performance worldwide. Addressing geopolitical risk within hotel management agreements (HMAs) is essential to maintaining investor confidence and supporting continued growth in global hospitality markets. In particular, international hotel brands expanding into emerging markets face growing exposure to political pressures shaping development decisions and strategies.

Imbalance in hotel management agreements

HMAs remain central to owner-operator relationships. However, many contracts continue to prioritize brand protection over owner security and financial exposure. Typically, operators retain rights to exit agreements if geopolitical developments threaten brand reputation, while owners lack equivalent protection despite investment responsibilities. Consequently, this imbalance creates structural challenges where hotel owners assume full financial risk without sufficient contractual safeguards against external disruption events.

Emerging market pressures

Across the Middle East and other emerging regions, political instability and shifting public sentiment increasingly influence hospitality performance and long-term viability. In many cases, hotels associated with international brands may face commercial challenges due to geopolitical tensions, impacting demand, perception and operational continuity. Moreover, owners in these markets encounter heightened exposure, as external political developments can rapidly transform stable investments into uncertain and risky ventures.

Contractual limitations

The current structure of many HMAs does not fully reflect evolving geopolitical realities affecting global hospitality investment and operations today. Provisions addressing sanctions, compliance and reputational harm are often one-sided, reinforcing operator protections while overlooking legitimate owner concerns and risks. However, this approach is increasingly outdated as global dynamics shift and more markets face exposure to sanctions, boycotts and political uncertainty.

The need for rebalancing

The hospitality industry must move toward more balanced agreements that recognize shared risk between owners and operators in complex environments. Such agreements should include reciprocal clauses, clearly defined exit strategies and mechanisms addressing geopolitical disruption to protect both parties effectively. Furthermore, aligning contractual frameworks with real-world conditions will help strengthen partnerships and ensure long-term sustainability across international hotel markets.