Heather Shannon runs Speckled Hen Inn with a pricing strategy that contradicts what most revenue management systems recommend: she ignores competitor rates completely. After nine years of building a working farm operation with 35+ organic crops integrated into daily service, her approach centers on creating experiences competitors can't replicate—guests return years later naming the specific lambs they bottle-fed, not comparing room rates.

Her operational framework came from expensive failures. An emergency renovation during peak season cost 45 days of revenue and nearly broke the business, leading to a specific capital reserve formula she now considers non-negotiable. Year three brought an operational crisis when dietary restrictions exploded—handling five simultaneous special diets for 10-12 guests at one table forced a complete service model redesign from traditional single-plate breakfast to menu-based operations. The contractor relationships that saved the business during the renovation crisis were built through a simple daily feeding program that converted transactional vendors into long-term partners offering emergency discounts.

Topics discussed:

• Capital reserve calculation using 30 days of highest room rate revenue as emergency fund baseline
• Single-plate to menu-based breakfast transition for handling gluten-free, dairy-free, keto, vegetarian, and vegan simultaneously without separate prep
• Daily contractor feeding program that converts vendor relationships into partnership discounts
• Rate-setting approach that eliminates competitive comparison in favor of unique value positioning
• Operating 35+ organic crop farm-to-table model without additional kitchen staff
• Succession planning realities for aging owner-operators without exit buyers

Meredith Garrett operates Nashville party properties and remote Smoky Mountains resorts including 45-foot treehouses and glamping domes. She reveals why 8 units isn't enough to make remote hospitality profitable, the specific staffing math that changes at scale, and how to price experiences where no traditional comps exist, plus the misalignment between marketing and service delivery that most operators miss when occupancy drops.

From navigating spiral staircases with guest luggage to managing expectation gaps between luxury glamping and actual camping, Garrett shares the operational frameworks that determine when to deploy staff versus recalibrate guests remotely. She also breaks down her crowdfunding launch strategy that created founding members at permanent discount rates who now bring full-price friends, solving both launch revenue and repeat business simultaneously.

Topics Discussed:

• Why 10-12 units is the minimum threshold for remote property profitability
• Consecutive 12-hour on-site shifts versus dispatch-based staffing economics
• Pricing unique properties through market learning when direct comps don't exist
• The service delivery-ADR alignment framework for diagnosing booking problems
• Deploying staff after-hours versus remote expectation recalibration decision matrix
• Crowdfunding founding members at permanent discount rates who bring full-price guests
• Builder inexperience costs on unique products requiring larger financial buffers
• Operational complexity creating ADR floors regardless of occupancy pressure

Nicole Casino built a hospitality brand generating 3-4 daily booking inquiries without paid marketing by documenting her three-year journey from RV glamping influencer to island resort owner on social media.

Her Black Pearl Cove property in Georgia challenges industry norms with 1pm Friday check-ins and optional 8pm Sunday checkouts, addressing the fundamental flaw that most vacationers spend more on transportation than accommodations.

After discovering glamping operators were replacing moldy canvas four times yearly while maintaining full occupancy at premium prices, Nicole spent four years at glamping conventions researching structures that could deliver Ritz Carlton-level experiences in nature without the maintenance burden.

Topics discussed:

• Canvas tent replacement four times yearly revealing unit economics
• Living two weeks in each unit before opening methodology
• Social media documentation driving 3-4 daily booking inquiries pre-launch
• 1pm check-in, 8pm Sunday checkout solving weekend compression
• Private plane charter integration for family reunion market
• Virtual butler and treasure hunt platform launching 2027
• Unplug challenge charging $25 for early phone retrieval
• Five forward, three back operational acceptance philosophy

In today’s episode of Unchecked In, we sit down with Jordan Malara, owner of Springs Hospitality (Colorado), to unpack his transition from a U.S. Space Force engineer to boutique‑hotel operator—and the real estate and hospitality lessons he’s learning along the way.

Jordan shares how he left engineering and the military, started by investing in short‑term rentals, and eventually decided “if short‑term rentals are messy, hotels must do things better”—so he bought and operates boutique hotels. He explains why he chooses to buy existing hotel properties (rather than build new), how he identifies undervalued assets through location and demand, and how he uses key metrics (ADR, occupancy, RevPAR plus online reviews) to evaluate hotel viability. He also dives into the operational side: balancing renovations and guest experience, where to invest (communal spaces, human check‑in, wellness), how to build a meaningful hotel brand (why many independents fail), how to recruit talent by offering autonomy, and the hard realities many first‑time hotel investors underestimate (seasonality, cash‑flow, hidden cap‑ex).

Here’s what we’re diving into:

• Jordan’s pivot from military engineer to hotel investor
• Renovation strategy: balancing guest experience, budget, and operations
• Investing in communal spaces, wellness, and human touch rather than just rooms
• Why branding often fails for independents—and what to do differently
• How he attracts and retains talent by giving them meaningful space and autonomy
• Misconceptions about hotel investing: “It’ll just run itself” vs the reality of seasons, cap‑ex, operational complexity

Connect with Jordan Malara:

• LinkedIn: Jordan Malara
• Company: Springs Hospitality LLC
• Instagram: @hotelinnvestor

Connect with Unchecked In Podcast:

• Website: The Unchecked‑In Podcast
• Spotify: Listen on Spotify
• Apple Podcasts: Listen on Apple Podcasts

From corporate strategic marketing executive to glamping entrepreneur, Joe Marzahl reveals how he built 7-Ranch Getaways from 130 acres of raw Oklahoma land into a profitable hospitality operation generating repeat bookings and premium rates. His systematic approach to market positioning and infrastructure planning offers battle-tested frameworks for independent property operators competing against established vacation rental markets.

Joe's transition from steady corporate paychecks to entrepreneurial revenue optimization demonstrates how strategic planning methodologies transfer across industries. His wife's ultimatum—"if you don't try this, I'll be mad at you"—provided the support structure that enabled his leap from corporate comfort to building a destination experience in non-tourism Medill, Oklahoma, drawing guests from both Dallas-Fort Worth and Oklahoma City markets.

Topics discussed:

• First-mover advantage execution: Joe's research-driven decision to deploy geodomes and mirror cabins instead of oversaturated tiny homes, securing Oklahoma's first-to-market position in unique accommodation categories that command premium pricing
• Rural infrastructure cost modeling: The systematic evaluation process for water well capacity, electrical pole installation costs (thousands per pole), and rural water line proximity that determines project viability before land acquisition
• Distributed operations model: Joe's once-weekly property visits combined with dedicated local turnover staff enable remote management across multiple units while maintaining guest experience standards
• Influencer partnership optimization: Moving beyond follower count metrics to engagement rate analysis and audience demographic alignment, plus the revelation that identical follower counts can produce vastly different booking conversion rates
• Strategic planning methodology transfer: How Joe's corporate experience in market trend analysis, competitive positioning, and financial modeling directly applies to hospitality property development and customer targeting
• Expansion decision matrix: The evaluation framework Joe uses in his dual role as operator and rural real estate agent, assessing infrastructure requirements, staffing implications, and revenue thresholds for scaling beyond current three-unit capacity
• Content marketing resource allocation: The transition from inconsistent owner-generated content to dedicated marketing hire with monthly budget allocation, addressing the operational challenge of maintaining social presence while running day-to-day operations

Michael Blank, Principal at Woodmont Lodging — with nearly 30 years across operations, consulting, investment banking, and a decade running his own investment firm — tackles the hospitality industry's most critical operational challenge: deploying technology to enhance profitability without sacrificing the human elements that drive guest loyalty. His portfolio experience reveals why most properties fail at tech integration and provides a tactical framework for implementing technology as operational leverage rather than service replacement.

Topics discussed:

• Why the industry remains "woefully behind" in cohesive technology deployment, with most properties using piecemeal, one-off solutions instead of integrated systems that complement human touchpoints.
• How delivering consistent basics combined with strategic human touchpoints that create memorable experiences guests will pay premium rates for.
• A systematic approach to evaluating new hospitality technology, using properties as testing environments to measure impact on three critical metrics: profitability, customer service quality, and employee efficiency.
• Why operators with big company experience often fail when buying from local sellers, requiring demand validation beyond basic market presence.
• Pinpointing hidden capital requirements that branded property improvement plans miss, including HVAC systems, laundry equipment, and technology infrastructure.
• Tactical implementation of gathering spaces that generate energy and repeat visits, such as a fireplace and wood design elements that create destination appeal within franchise constraints.
• Identifying operational inefficiencies and revenue opportunities across multiple properties, moving beyond single-property optimization to institutional-level performance management that drives sustained profitability growth.

Most independent property owners view seasonal markets as profit killers, but Owner Rachel Carlson has spent eight years proving the opposite at her 31-room Black Bear Lodge in Lake Tahoe. Her counterintuitive approach to staffing, community integration, and guest experience design demonstrates how owner-operators can leverage their personal involvement into sustainable competitive advantages. In this inaugural episode of The Unchecked-In Podcast, Rachels gives host Bobby Marhamat, CEO of TakeUp, specific strategies for transforming seasonal challenges into profit drivers while maintaining authentic hospitality experiences that generate consistent repeat bookings.

Rachel's analysis of how wedding operations prevent optimal daily room utilization provides crucial insights for property owners evaluating event strategies versus traditional hospitality models. Likewise, her "no ego amigo" philosophy emphasizes collaboration with local competitors and industry partners rather than isolated business approaches. Rachel's approach to community integration through wine tastings, local art partnerships, and neighborhood events demonstrates how independent properties can create authentic connections that franchise operations cannot replicate.

Topics Discussed:

• The strategic decision to maintain year-round staffing in seasonal markets rather than cutting labor costs, minimizing turnover and ensuring property maintenance.
• Why wedding venue operations fundamentally conflict with optimal hotel room utilization patterns and the revenue implications of booking entire properties for single-day events.
• Community integration strategies that transform local neighbors into brand ambassadors through wine tastings, art gallery partnerships, and authentic local engagement rather than tourist-focused approaches.
• The "no ego amigo" philosophy for independent property owners entering hospitality without traditional hotel backgrounds, emphasizing collaboration with local competitors and industry mentors.
• Unique room design methodology that eliminates standardization in favor of personalized touches, different artwork, and distinct furniture selections that create guest loyalty and specific room requests.
• Sustainability initiatives that simultaneously reduce operational costs through strategic amenity elimination and California rebate programs for energy-efficient equipment upgrades.
• The competitive advantages independent properties possess over vacation rentals through personal staff interactions, local recommendations, and authentic hospitality experiences that justify premium pricing.
• Destination market success strategies that require owner presence and hands-on involvement rather than remote management approaches, balancing personal lifestyle with business operations.
• Converting first-time guests into repeat visitors through personalized staff interactions, local expertise sharing, and memorable experiences that differentiate independent properties from franchise operations.