What is Taylor Hospitality?

Taylor Hospitality is a Top 25 hospitality management company headquartered in Waynesboro, Virginia. The company provides hotel development, operations, capital partnership, and management services for branded, soft-branded, and independent hotels, resorts, restaurants, and event venues. Taylor Hospitality is the operating brand of Up to Par Management.

What does a hospitality management company do?

A hospitality management company operates hotels, resorts, restaurants, and event venues on behalf of their owners. Responsibilities typically include revenue management, sales and marketing, staffing and human resources, brand compliance, financial reporting, and guest experience. A full-service hospitality management company like Taylor Hospitality also offers development, capital structuring, and owner's representative services.

How is a hotel management company different from a hotel brand?

A hotel brand (Hilton, Marriott, IHG, Choice) provides the flag, distribution channels, loyalty program, and brand standards. A hotel management company is the third-party operator that runs day-to-day operations under those brand standards, or operates independent hotels with no flag. Owners hire management companies to drive operating performance; brands provide demand generation. The two roles are complementary, not interchangeable.

What types of hotels does Taylor Hospitality manage?

Taylor Hospitality manages three categories of hotels: branded properties such as Hilton Garden Inn Morgantown; soft-branded properties such as The Tygart Hotel (Choice Hotels Ascend Collection) and Capital Plaza Hotel; and truly independent properties such as Hotel Weyanoke in Farmville, Virginia and The Inn at Canaan in Tucker County, West Virginia.

What size hotel does Taylor Hospitality typically manage?

Taylor Hospitality's third-party management engagements typically begin at 40 or more rooms and approximately $1.5 million in annual revenue. Smaller properties may be considered case by case where the asset profile aligns with the company's operating model.

What does Taylor Hospitality's hotel development branch do?

The Taylor Hospitality Development Branch acts as a full-cycle development partner and owner's representative for hotel investors. Services include feasibility and pre-development advisory, capital structuring (including historic tax credit projects), construction oversight in partnership with Campo Architecture and PARIC Construction, and pre-opening operations. The Development Branch supports historic renovations and new-build projects across the United States.

Where does Taylor Hospitality operate?

Taylor Hospitality operates properties primarily across the Mid-Atlantic and Appalachian United States, including Virginia, West Virginia, and Kentucky. The company's active development pipeline includes projects in Missouri, Texas, Washington, Michigan, Florida, and Arizona.

From Feasibility to Opening — an Owner’s Rep Who Actually Operates Hotels

Soft costs, FF&E errors, and pre-opening labor kill hotel ROI before the first guest checks in. Taylor Hospitality controls all three, with capital, development, and operations under one roof.

Pressure-Test Your Project

FOR DEVELOPERS, FAMILY OFFICES & PRIVATE INVESTORS

A TOP 25 HOTEL MANAGEMENT & DEVELOPMENT COMPANY • BRANDED, SOFT-BRANDED & INDEPENDENT • CAPITAL, DEVELOPMENT & OPERATIONS UNDER ONE ROOF

THE PROBLEM

Where Hotel Projects Actually Lose Money

Most feasibility studies are built to satisfy lenders, not to protect investor capital. The losses show up later — in line items nobody owned.

Hidden Soft Costs

Design revisions, permitting drift, and consultant stacking quietly consume contingency before construction even starts.

FF&E Errors

Wrong spec, wrong timing, wrong installer. FF&E mistakes are paid for twice — once in capital, again in operations.

Pre-Opening Labor & Slips

Every month a timeline slips, pre-opening payroll burns with zero revenue against it. This is the most underwritten risk in hotel development.

THE ROLE

What Our Owner’s Reps Actually Control

Feasibility Built for Underwriting

We re-underwrite studies from operational reality — achievable ADR, real labor models, honest ramp — not lender optics.

Design & FF&E Decisions

Operator input at the drawing stage, so the building you pay for is the building a hotel team can run profitably.

Pre-Opening Execution

Staffing, systems, SOPs, and critical-path management to opening day — because we’re the ones who will operate it.

THE PORTFOLIO

Run by Operators, Not Account Managers

Taylor Hospitality operates branded, soft-branded, and independent hotels across the United States — the same operating discipline behind the Hilton Garden Inn Morgantown, The Tygart Hotel (Ascend Collection), Hotel Weyanoke, and The Inn at Canaan. Onsite management teams receive 100+ hours of training annually, and every process, policy, and procedure lives in one operating platform. As the hospitality branch of Up to Par Management, we bring capital, development, and operations to the table in a single conversation.

WHAT TO EXPECT

What Happens on the Call

1

Walk us through the deal

Site, program, budget, timeline, and where you are in the capital stack.

2

We flag the three biggest risks

The capital exposures we see most — soft costs, FF&E, pre-opening labor — applied to your numbers.

3

Scope the engagement

Owner’s rep, feasibility re-underwrite, or a straight answer that your plan is sound as-is.

NO PITCH DECK

Pressure-Test Your Hotel Project

Bring us the deal before the design locks. A member of our leadership team will respond within one business day.

✓ Response within one business day
✓ Reviewed by operators who open hotels, not analysts
✓ Confidential — NDAs welcome

Do Your Diligence on Us First

FROM THE BLOG

The Hidden Cost Centers That Kill Hotel Projects

Soft costs, pre-opening labor, and FF&E errors — and how to defend against them.

FROM THE BLOG

What Owner’s Reps Actually Control From Feasibility to Opening

The real scope of the role, and why operational insight is the difference.

FROM THE BLOG

The Most Expensive Hotel Decision Is the One You Don’t Make

How indecision compounds into opportunity cost on hotel assets.

Fair Questions

When should an owner’s rep come in?

Before design locks and long before GMP. Every phase earlier is capital saved — the most expensive engagement is the one that starts after the mistakes are poured in concrete.

Do you replace our GC, architect, or lender relationships?

No. We sit on your side of the table and hold the rest of the team accountable to the operating pro forma — schedule, spec, and budget.

Can you review a feasibility study we already commissioned?

Yes. Most studies protect the fee, not the capital. We re-underwrite from operations: achievable rate, honest ramp, real labor cost. If the study holds up, we’ll tell you that too.

Do you also operate the hotel after opening?

That’s the point. Capital, development, and operations under one roof means the people guiding your project are the people accountable for running it afterward.

The Cheapest Time to Fix a Hotel Project Is Now.

Thirty minutes with an operator before you commit capital — or after something already feels off.

Book a Discovery Call