Investor Relations
Investor Relations
AHM buys branded hotels in the upper Midwest and puts its own money in next to a small group of partners. We do the underwriting, run the conversions, and operate every hotel ourselves.
AHM buys branded hotels in the upper Midwest and puts its own money in next to a small group of partners. We do the underwriting, run the conversions, and operate every hotel ourselves.
Sioux Falls and the surrounding South Dakota / Iowa / Minnesota region offer attributes coastal markets do not: lower entry basis, durable demand drivers, limited new supply, and operating margins that hold through cycles.
Sioux Falls is one of the fastest-growing metros in the upper Midwest, anchored by an expanding healthcare, finance, and logistics economy.
Marriott and Choice flags give our properties access to global loyalty programs and direct booking channels that independent hotels can't replicate.
Converting a Super 8 to a Quality Inn has historically lifted ADR 25–35% with modest PIP spend — a repeatable playbook across the portfolio.
Direct management — without a third-party operator layer — preserves an estimated 300–500 basis points of NOI margin over the hold period versus a third-party-managed comp.
Every acquisition so far has followed the same four steps.
Target independently owned or tired-flag assets in stable markets. Operating underperformance is the entry thesis, not a disqualifier.
Execute the PIP, convert to a higher-tier flag (Super 8 → Quality Inn, EconoLodge → Quality Inn), and refresh the guest experience.
Manage in-house. Tight staffing, proprietary ops systems, disciplined weekly P&L review.
Refinance against stabilized cash flow. Redeploy returned equity into the next acquisition. Grow the portfolio without diluting the operating standard.
Detailed performance metrics, occupancy, and financial returns are available to accredited investors upon NDA execution.
80-key value-tier asset acquired 2015. Re-flag from EconoLodge to Quality Inn in progress.
67-key extended-stay asset. Acquired 2024. Operating, stabilized.
Converting from Super 8 at 850 Lucy Drive. Owner-financed acquisition (2026). Target completion Q4 2026.
We don't outsource acquisitions, conversions, staffing or the weekly P&L review. You can see who's responsible on our leadership page.
Each acquisition gets its own LLC, with investor equity sitting alongside our sponsor commitment. Terms are set deal by deal. This is the general shape.
Each asset is held in its own limited liability company. Investor and sponsor capital are tracked separately, and distributions are made per the operating agreement on a per-deal basis.
AHM holds permanently as a family-owned platform. Investor capital is targeted to be returned through refinance events in years 3–5, with ongoing distributions from stabilized cash flow thereafter. Investors exit at the refi while AHM retains the asset for generational hold.
Investors receive a preferred return on contributed capital, with the sponsor earning a promote only after the preferred hurdle is cleared — aligning sponsor and investor economics through the deal lifecycle.
Investors receive quarterly operator letters covering occupancy, ADR, RevPAR, NOI, capex, and forward outlook at the property level. Annual K-1s delivered on standard hospitality timelines.
Qualified investors can request the current deck, T-12 financials for operating properties, pro forma underwriting for the active conversions, and the sponsor track record. Access is granted under NDA.
Material risks associated with any AHM investment are summarized publicly: Risk Factors →
We respond within two business days. The family handles every investor conversation itself.