White Lodging_ Sustaining a Legacy of Hospitality Leadership.pdf

Jean-Luc Barone, Chief Executive Officer of White Lodging, strategic focus toward high-growth urban and lifestyle hotels, backed by a strong owner-focused philosophy.

1. White Lodging: Sustaining a Legacy of
Hospitality Leadership

Today, the hospitality industry is always changing, and success means more than
just providing a room—it’s about making guests feel truly welcome,
understanding what they need before they ask, and creating memorable
experiences that they share with others. Companies that do well are those that
keep improving their service and find new ways to delight both their teams and
their guests.
White Lodging is a great example of this kind of leadership in hotel management,
development, and ownership. Founded in 1985, the company manages 60
Marriott, Hilton, and Hyatt hotels in major cities across the United States.
Leading White Lodging’s growth are Chief Executive Officer Jean-Luc Barone
and Chief Operating Officer Chris Anderson. Both Barone and Anderson were

2. hired 10 years ago with complementary skill sets designed to help elevate the
company’s hotels and restaurants as it accelerated growth in urban and lifestyle
hotels.
Barone’s experience leading global food and beverage for Starwood has helped
White Lodging transform its outlets and enhance owner value by focusing on
delivering craveable concepts that become local favorites. Anderson’s specialty is
driving revenue and demand with expertise in marketing, branding, and revenue
strategy. They have both been key to shaping the company’s recent direction and
reinforcing a culture of excellence that was instilled by White Lodging’s founder
Bruce White over 40 years.
Behind the Legacy
White Lodging was founded by Bruce White, who discovered his passion for
hospitality through early experiences working in his father’s hotel. Instead of
following a traditional business path, Bruce chose to learn the industry from the
ground up by taking hands-on roles. After college, he planned to pursue graduate
studies but instead decided to join his father’s hotel business in Northwest
Indiana. Driven by an entrepreneurial spirit, Bruce negotiated his own
management contracts and started White Lodging with just one hotel. The company’s early success was shaped by White’s innovative approach at the
time. He focused on buying hotels that were not performing well but had
potential, transforming them into high-quality franchise brands. White Lodging’s
success was enabled, in part, by its early relationship with Marriott as the first
Fairfield Inn franchisee. The company continued to grow by reinvesting much of
its earnings into new opportunities – a risky approach with potential to fall at any
time. In addition to that first Fairfield Inn franchise, White Lodging became a pioneer
by introducing the first dual- and tri-branded hotels in the United States and

3. taking on challenging convention hotels, as well as urban and lifestyle hotel
projects. This included building, owning and managing the first franchised
Marriott convention hotel (Indianapolis Marriott Downtown) and building the
two largest J.W. Marriotts in the world in Indianapolis and Austin.
Since its founding, White Lodging has developed and managed over 225 hotels,
earning a reputation as one of the largest and most respected privately held
hospitality companies in the country. It is consistently ranked near the top of the
J.D. Power Third Party Hotel Management Guest Satisfaction Benchmark.
In 2022, White Lodging sold its suburban hotel portfolio to focus more on urban,
lifestyle, and convention hotels. This strategic shift, which began in 2017, marked
the company’s move from managing many smaller suburban hotels to
concentrating on high-growth, vibrant city markets and larger, more complex
properties. In those markets, it seeks to concentrate several hotels of different
brands and price points. For example, in Austin, White Lodging has 13 hotels in
the downtown area and more than 20 percent of all hotel rooms in the central
business district. Still family-owned, the company celebrated its 40th anniversary this year by
reaffirming its commitment to the core values of hospitality, community, and
lasting excellence, while continuing to lead and shape the future of the hospitality
industry.

4. Driven by Ownership, Excellence, and Innovation
White Lodging stands out in the hospitality industry for two major reasons. First
is through its owner-focused approach and strong dedication to operational
excellence. The company is unique among major hotel management firms
because it owns most of the properties it manages. This “owner’s mindset” helps
build long-term partnerships and makes sure decisions sustainably benefit
guests, associates, and owners. In addition, White Lodging remains privately
held, where most of its larger peers are publicly traded, with investors expecting
quarterly performance over long-term decision making. Those hotels that White
Lodging looks to manage for other owners share this same vision and values.
Second is the strength of its food and beverage operations, which has
transformed over the last 10 years. Under Barone’s guidance, when he was first
hired as Vice President of Food & Beverage, the company established a research
and development test kitchen and branding team led by Anderson. This

5. investment has allowed White Lodging to create unique, scratch-made food and
beverage concepts that rival local restaurants, improving guest experiences and
increasing value for hotel owners. White Lodging operates more than 50
independently branded restaurants, bars, and rooftops, many rated the best in
the city according to local news organizations, Yelp, and TripAdvisor; several of
them are also Wine Spectator Best Of designees.
Anderson noted that White Lodging believes that the strength, quality, and
profitability of a hotel management company’s food and beverage offerings
differentiate the good from the great. While technology, artificial intelligence,
scale, and short-term measures can improve many hotel operations and financial
results, they cannot compensate for poor quality in food, service, training, or
branding. These core elements remain essential to a hotel’s long-term success
and reputation with guests, as well as the value created for owners. At the core of its success are the company’s strong values and engaged culture.
White Lodging has earned the Gallup Exceptional Workplace Award multiple
times. Only 62 companies across the world earned this recognition in 2025,
which recognizes the most engaged workplace cultures.
Since coming out of COVID-19, White Lodging has invested in associate-focused
programs and benefits to help support its Associate Promise, which is ‘to create
an environment that allows them to be your best self and grow through ongoing
training, development, and mentorship.’ Some of these programs include
leadership development programming and a refreshed career development
program supported by technology and process enhancements. Over the past two
years, this investment has helped lower turnover by 22% and reduce
management job openings by 69%. White Lodging also earned recognition from Newsweek in July as one of
America’s Greatest Workplaces and Indiana’s Greatest Workplaces.

6. White Lodging Key Statistics
●​$1B+ Annual Revenues
●​60 Properties in Portfolio
●​15,000+ Rooms Under Management
●​50+ Independently Branded Restaurants
●​10+ Award-Winning Rooftop Bars
●​3 World-Renowned Luxury Guest Ranches
●​4 Marriott Convention Network Hotels
●​~6,500 Associates
Growth Mindset
White Lodging is always in a growth mindset, which has been a cornerstone of
the company’s values since its founding. Two hotels that opened in 2024—the
Plaza San Antonio Hotel & Spa and Kimpton Santo, both located in San
Antonio—are still becoming fully operational. Construction is underway for the
Hotel Trinity (Autograph Collection) in Austin, which started late last year and is
expected to open by the end of 2026. The company is also completing the design
for a new hotel in Charlotte’s South End neighborhood, with plans to begin
construction within the next year. Additionally, preparations are almost finished for a 103-room expansion of the
Westin Austin at the Domain. This is on top of significant renovations at its
largest hotels, including the J.W. Marriott in Austin and Indianapolis, as well as
the Westin Austin Downtown.
Given the rising costs of financing and new construction, White Lodging has
explored more acquisitions of existing hotels and third-party management
opportunities in key markets.

7. In the last 45 days, White Lodging has seen more activity in its project pipeline
and expects this momentum to continue through the second half of the year,
especially in acquiring existing properties and pursuing creative deals.
White Lodging’s Brush Creek Ranch Sustainability Initiative
Opposite of its urban and lifestyle hotel portfolio, White Lodging also operates
Brush Creek Ranch, a collection of luxury guest ranches in Saratoga, Wyoming.
Purchased by Bruce and Beth White in 2009, Brush Creek Ranch is dedicated to
land stewardship, environmental protection, and preserving its cattle-ranch
heritage. A large part of the land is protected by a conservation easement, which
limits development and ensures the area remains for agriculture and recreation
for future generations. Brush Creek Ranch follows many sustainable practices, such as rotational grazing
to protect the ecosystem, restoring streams and watersheds, managing forests,
and using efficient greenhouses. These efforts help improve wildlife habitats,
prevent soil erosion, and maintain the land’s natural balance. The ranch’s food
program supports sustainability by sourcing much of its produce and meat from
its own land. The ranch maintains a herd of American Wagyu cattle for its beef
program, which is served on the ranch and at many of the company’s restaurants
across the country. Thoughtful Technology for Better Guest Experiences
Personal service is central to the hospitality experience, so White Lodging uses
technology thoughtfully to support—not replace—human interaction. The
company focuses its technological advancements mainly on maintaining industry
leadership in revenue management, sales, marketing, and streamlining online
and mobile reservations, transactions, and communications. These efforts are
designed to make processes more efficient, ensuring that staff have more time to

8. focus on guests. In many cases, these advances also help keep the company ahead
of its competitors and lower costs for owners.
Recently, White Lodging introduced an AI agent pilot to assist with simple guest
requests. For routine needs—like asking for extra towels, a toothbrush, or
pillows—guests calling the front desk are connected to a virtual agent. This AI
agent manages the call and automatically enters it into the hotel’s system for
fulfilling these requests. By handling these straightforward tasks, the technology
helps save time and increase efficiency, while more complex requests are still
addressed personally by staff. In a field where genuine service and human connection are vital, White Lodging
is thoughtful about new technology and not an early adopter. It adopts
innovations only after careful evaluation to help guarantee that the guest
experience is never compromised and that the challenge being solved is
addressed successfully. Every technological improvement must enhance the value
guests receive; changes are implemented only if they support meaningful service
and do not detract from personal attention. This careful approach ensures that,
even as operations become more advanced, the essence of hospitality remains at
the heart of every stay.
Shaping Hospitality Careers Through Learning and Support
Since its founding, the company has been committed to helping associates build
long-term careers. Bruce White’s vision was to create a lasting organization that
supports both professional and personal growth at every level. He would
regularly say that your performance expectations cannot exceed the quality of
your training and development.
To attract top talent, White Lodging maintains a strong role in developing the
next generation of Hospitalitarians. The White Lodging – J.W. Marriott, Jr.
School of Hospitality and Tourism Management at Purdue University are

9. testaments of the seriousness it has in attracting, shaping, and developing the
next hotel leaders. In addition, the Bruce White Undergraduate Institute at
Purdue are key source for preparing skilled graduates ready for hospitality, real
estate, and business careers.
Once hired, associates have access to a variety of training programs. Initiatives
like Flight School and School of Revenue focus on leadership, emotional
intelligence, and operational skills. Its proprietary Career Journey Platform and
Pathfinder tools provide clear guidance on career paths, skills needed, and
training opportunities across more than 120 job roles. Associates also have access
to learning tools like LinkedIn Learning.
This investment helps equip associates to succeed in a competitive, fast-changing
industry.
Leadership Rooted in Tradition and Values

10. Both Barone and Anderson consider themselves stewards and evangelists of the
White Lodging brand and the founder’s vision for the company.
White Lodging has been a family-owned company for 40 years, and when the
founder, Bruce White, passed away, both took on the responsibility of preserving
the principles that shaped the company, supported by the next generation of the
White Family.
Bruce White was the face of the company and a respected leader in the industry.
For those who never had the chance to meet him, it was important to find ways to
keep his legacy alive. This is why the biography, Hospitalitarian, and the
documentary, Bruce: Begin with the End in Mind, play a vital role in maintaining the company’s culture and supporting its growth. Both are available at white
lodging.

11. White Lodging understands that change is inevitable, but its history remains
central to the company’s identity. This history will continue to be a key part of the
company’s culture now and in the future.
Five Key Takeaways from White Lodging’s Strategy in the
Hospitality Industry
1. A Focus on High-Quality Food and Guest Experiences:
White Lodging believes that great food and service are essential for long-term
success. It has invested in a dedicated food and beverage team and test kitchen to
create unique dining experiences that compete with local restaurants.
2. Strategic Shift Towards Urban and Lifestyle Hotels:
The company has recently sold its suburban hotels to focus on a portfolio of
urban, lifestyle, and convention hotels in major cities. This strategic move allows
it to operate more efficiently and concentrate on high-growth markets.
3. Owner-Focused and Innovative Mindset:
White Lodging differs from many management companies because it owns most
of its properties. This “owner’s mindset” helps it make decisions that create value
for both its partners and guests. It has also been an industry leader, pioneering
dual-and tri-branded hotels and luxury experiences.
4. Careful Use of Technology to Support Service:
The company uses technology like AI agents for simple requests to make
operations more efficient. This allows its staff to spend more time on complex

12. issues and personal interactions, ensuring that technology enhances, rather than
replaces, genuine hospitality.
5. Strong Commitment to Associate Development:
White Lodging invests heavily in its associates through training programs and
partnerships with institutions like Purdue University and its own proprietary
tools, like a Career Journey Platform. By providing clear career paths and
continuous learning opportunities, it aims to build a strong, loyal team and
promote long-term career growth.