AKA Capital Partners acquires stabilized, cash-yielding U.S. select-service hotels from sellers who have to sell — and runs them like we intend to hold.
Verified in-place yield on already-good assets, bought at a discount created by the seller’s fund timeline. Not a turnaround.
Hospitality PE funds run about ten years. When term or extension deadlines arrive, sponsors must sell and return capital, whether or not the asset is distressed.
The price reflects the seller’s deadline, not the hotel’s performance. The asset’s quality is untouched.
Patient, yield-oriented capital with no fund-life pressure of its own. We buy on the seller’s calendar, and we are never a forced seller ourselves.
Not a turnaround. A discount.
A duration mismatch, a hotel debt wall and a thinned buyer pool are feeding motivated sellers into our pipeline at the same time.
Hotel CMBS maturing in 2026 across 596 loans. Loans written at 4–6% now refinance at 6–7%; the gap pushes owners to sell.
PE distributions as a share of NAV, four years running — the lowest since the financial crisis. LPs want cash back, not paper markups.
U.S. hotel transaction volume still below the 2022 peak. Rate hikes sidelined the buyers who would normally compete for these assets.
Net hotel supply growth in 2026 against a 1.6% average, with build costs up ~46% since 2019. Constrained supply protects in-place cash flow.
Off-market assets reach us through our venture partner’s owner-operator network before they hit a broker auction.
Two decades of Wall Street relationships let us underwrite fresh acquisition debt at today’s terms rather than inherit the seller’s problem.
Rate cuts or cap-rate compression would help. We price the asset on today’s yield and treat both as bonus.
Stable in-place income plus three tech-enabled operating levers, with cap-rate compression as optional upside, not a requirement.
The duration-mismatch thesis, operating discipline and capital relationships built in each phase are carried into the next.
Acquire stabilized select-service and extended-stay hotels; run them with tech-led operations.
WHAT IT BUILDS — A realized track record, property-level data, and lender and LP relationships.
Extend the thesis to CRE acquisition and lend against the asset classes we already operate.
WHAT IT BUILDS — A multi-strategy capital base and in-house credit underwriting.
Apply the discipline and relationships across new strategies.
WHAT IT BUILDS — A firm with recurring fee income and long-term capital partners.
Every hotel is underwritten as an investment. Every one is chosen as a future address.
Complementary partners across finance, tech operations and hospitality asset management.
20+ years of cycle-tested senior investment experience. Lehman Brothers M&A; Partner and IC member at Foxhill Capital; CEO and CIO of Intrinsic Value Investment Partners; co-investor in 12+ syndicated real-estate and lodging assets.
Real-asset tech investor and two-time founder. Venture investing and bizops at MetaProp and Viaka; built Nayla Finance to ~$2.7M ARR in year two; prototyped IoT energy intelligence for commercial real estate; ex-PwC senior consultant.
Carries the investor story from the U.S. to the Middle East. Chief of Staff for Oliver Wyman’s Government & Public Institutions practice, a $200M business unit; ex-DIFC senior strategy manager connecting global managers to regional family-office capital.
The U.S. family office of a global hospitality group with $3.5B+ in hotel transactions — opening proprietary deal flow and co-investing beside our LPs. Identity disclosed under NDA.