National Hotel · Roll-Up Platform

A nationwide platform for hotel growth and ownership.

STW RWA is building a hotel acquisition and improvement roll-up across the United States. Our principal focus is hotels with approximately 100 to 500 doors, while remaining open to compelling properties of any size that fit the platform strategy.

Discuss a Hotel Opportunity Explore the Platform Model

Nationwide hotel acquisition platform

NationalAcquisition focus throughout the United States

100–500Primary target range in hotel doors, with flexibility for exceptional assets

Two active reviewsCurrently evaluating two hotel opportunities for potential platform fit

Acquisition focus

Seeking quality hotels nationwide.

We are pursuing hotel opportunities throughout the United States, concentrating on properties where disciplined ownership, operational improvement, capital investment, and a larger platform can create durable value. The core target is 100 to 500 doors, but we will consider any size where the location, economics, and strategic fit are compelling.

Core target: 100–500 doors

We are especially interested in select-service, extended-stay, full-service, and other hospitality assets within this range, subject to market, condition, franchise, and operating review.

Nationwide flexibility

We are not limited to one metro area or region. We evaluate opportunities across the United States based on local demand, access, asset quality, and platform fit.

Any size considered

Exceptional smaller, larger, independent, branded, repositioning, or portfolio opportunities may also be considered when they support the long-term roll-up strategy.

Our approach

Acquire well. Improve thoughtfully. Scale with discipline.

Hotels are operating businesses built around a real asset, a guest experience, and an on-site team. Our approach is to assess each property carefully, preserve what makes it viable, and strengthen the systems, capital plan, and operating support that can help the portfolio grow.

Evaluate location, demand drivers, condition, franchise position, operations, and capital needs
Build a practical improvement plan before taking on unnecessary disruption
Support revenue management, sales, digital marketing, reporting, and guest standards
Develop a scalable platform with central administration and transparent accountability

Value-creation priorities

Improve the hotel and the platform.

Guest experience

Prioritize property condition, cleanliness, maintenance, amenities, service standards, digital reviews, and the details that influence repeat business.

Revenue and distribution

Strengthen revenue management, direct-booking strategy, sales activity, group demand, local partnerships, and distribution-channel discipline.

Asset stewardship

Plan capital expenditures thoughtfully, with attention to rooms, public spaces, building systems, accessibility, life safety, and longer-term property resilience.

Platform operations

Create shared capabilities for finance, reporting, vendor management, operating playbooks, investor relations, technology, and administrative support.

Capital & tokenization model

A dedicated SPV for the hotel roll-up.

For a qualifying hotel roll-up, STW RWA anticipates forming a dedicated special-purpose vehicle, or SPV, to acquire and hold the platform assets. The intended model is to tokenize equity interests in that SPV, subject to transaction structure, investor eligibility, applicable securities laws, financing requirements, and definitive documentation.

The platform may use tokenized SPV equity as part of the acquisition capital stack, including as a potential component of the equity or down-payment requirement alongside new or existing financing. The longer-term objective is to raise additional capital through compliant token offerings and apply available proceeds toward paying down acquisition or property-level debt, subject to lender consent, governing documents, market conditions, and applicable law.

Fund 1 potential: Fund 1 — Real Estate may evaluate an investment in the hotel roll-up if the opportunity meets its investment objectives, underwriting requirements, transaction terms, approvals, and applicable offering documents.

Form the hotel SPV

Create a dedicated entity designed to hold the acquired hotel or hotel portfolio and establish the governance, financing, and operating framework for the platform.

Structure acquisition capital

Coordinate cash equity, possible tokenized SPV equity, seller participation if applicable, and new or assumed financing under transaction documents and lender requirements.

Offer eligible token interests

Conduct any token offering only through the applicable legal, securities, investor-verification, and offering-document process. Token interests are intended to represent equity participation in the SPV, not a simple promissory note.

Strengthen the balance sheet

As capital is raised and as permitted under the financing and governing documents, available proceeds may be directed toward debt reduction, improvements, reserve needs, or other approved platform priorities.

ETOP

Employee ownership aligned with the platform.

The Employee Token Ownership Plan, or ETOP, is designed to give eligible employees the opportunity to participate in the growth of the hotel roll-up through tokenized equity interests rather than conventional stock alone.

Recognize and help retain key hotel employees and operating leaders
Align team incentives with guest experience, property performance, and platform growth
Use vesting, eligibility, transfer restrictions, and other plan features defined in final documents
Support a culture in which employees can share in long-term value creation

For owners and teams

Transition with continuity in mind.

Owner participation

A hotel seller may be able to explore a mix of cash, rollover equity, token participation, staged consideration, or other arrangements, depending on the final transaction structure.

Management continuity

Experienced general managers and key team members can be critical to a successful transition. We seek to understand how the operating team can be supported through the next chapter.

Employee alignment

An ETOP may give eligible employees a defined pathway to share in platform value, subject to the plan, vesting, applicable law, and final transaction documents.

Long-term platform value

A strong standalone hotel can sell once; a strong hotel within a successful platform may participate in value created by scale, improved systems, and a broader buyer universe.

Start the conversation

Have a hotel opportunity to discuss?

We are actively evaluating hotel opportunities nationwide. If you are a hotel owner, broker, lender, operating partner, or investor and would like to discuss a property or portfolio, we welcome a confidential introduction.

Email David Stewart

This page is for general informational purposes only and is not an offer to buy or sell securities, a solicitation of an offer to buy securities, investment advice, legal advice, tax advice, a commitment to acquire any hotel, or a commitment to make an investment. Any Fund 1 participation, hotel acquisition, financing, tokenization, employee token ownership plan, token offering, debt repayment, or related opportunity is subject to due diligence, lender requirements, applicable law, investor eligibility, approvals, and definitive legal, transaction, and offering documents. Token interests, if offered, may be illiquid, restricted, speculative, and subject to substantial risk.