Andrés Fajardo Luna, president of GHL Hoteles, projects 1,200 new keys and 18% growth by 2026

GHL started the year with a redesigned corporate structure to act as a support platform for operations. According to Andrés Fajardo Luna, the goal is not to centralize operational decisions, but to enhance the performance of the hotels.

“GHL’s central office doesn’t have a direct operational role; its function is enabling and it serves the hotels,” says Fajardo. According to the president of GHL Hoteles, the focus is on providing services, solutions, and guidelines that allow the units to operate more efficiently and with a focus on results.

In practice, this model translates into the standardization of processes, tools, and management models capable of generating economies of scale, operational consistency, and better decision-making. "Thus, the teams in each hotel can focus on what's essential: the guest experience and the sustainable profitability of the asset," the executive emphasizes.

The strategy also involves strategic talent allocation. The company works to ensure that the right people are in the right places, with the right tools to achieve superior performance.

Financial discipline and operational excellence as pillars.

In an environment of squeezed margins and high competitiveness, financial discipline takes center stage. GHL bases its strategy on a robust monitoring and control system, with over 100 management indicators.

“We have over 100 management indicators, many in real time and others associated with the accounting closing, which allow us to anticipate and correct deviations in a timely manner,” explains Fajardo.

The indicators cover financial performance, operational efficiency, productivity, and cost control. The model is complemented by transparent reporting, with variance analysis, clear accountability, and rigorous compliance with audits and certifications.

According to the president of GHL Hoteles, this combination is crucial. "This combination ensures timely decisions and sustainable value for investors," he emphasizes.

Corporate strategy with local execution.

Operating in different markets across Latin America, GHL balances solid corporate guidelines with a strong local presence. The common strategy encompasses governance, financial control, operational standards, and organizational culture, but execution is decentralized.

“We chose to hire teams that know the market, the culture, the work dynamics, and the customer behavior in each country,” says Fajardo.

This local knowledge is crucial for adjusting practices, adapting the business proposition, and ensuring consistency with the competitive environment of each destination. The executive emphasizes that the balance between clear standards and operational autonomy allows the company to maintain consistency as a group without losing regional relevance.

Lessons learned in international management

The experience gained in different countries has provided strategic lessons for the company's international management. The first of these is the understanding that there are no universal solutions.

"The first lesson is that there are no one-size-fits-all solutions: each market has regulatory, cultural, labor, and commercial particularities that must be understood in depth before intervening in the operation," says the president.

Another key point is the combination of corporate expertise and local talent. GHL has multidisciplinary teams prepared to conduct transitions and support hotels, always based on rigorous diagnoses and coordinated action with knowledge of the surrounding area.

Furthermore, integration processes require cultural and territorial sensitivity. According to Fajardo, when local dynamics are respected, the adoption of corporate standards occurs more quickly and operational results are consolidated from the outset.

Disciplined growth and strategic focus in Mexico

By 2026, GHL prioritizes structured growth aligned with profitability. The goal is to sign approximately 1,200 new contracts, representing an expansion of nearly 18%.

"Looking ahead to 2026, GHL prioritizes disciplined growth with a long-term vision," says Fajardo.

Within this strategy, Mexico plays a central role. “Mexico is a priority value market within our regional vision. We don't see it merely as a place to operate hotels, but as an ecosystem where we want to invest, develop destinations, generate employment, and build sustainable value together with local partners,” he explains.

The proposal goes beyond the one-off opening of new units. The intention is to consolidate strategic alliances that allow for structured and consistent expansion.

Meanwhile, the company will continue to strengthen current operations and expand the use of technology as a driver of efficiency and profitability. "In an environment of moderate growth, technological adoption is no longer optional: it's what makes the difference between competing and leading," concludes the president of GHL Hoteles.

Reporting by: Mary de Aquino.

Photo: Divulgação.