What makes a hospitality brand stand out? | By Jeanelle Johnson

As consumer expectations evolve and digital tools become increasingly sophisticated, hospitality leaders face a defining challenge: delivering their guests increasingly personalized, high-touch experiences at scale — without compromising brand integrity. For Jeanelle Johnson, managing partner at the Washington, D.C. office and co-leader of the travel, transportation and hospitality sector at PwC, this moment represents more than a tech transformation. It’s a redefinition of what makes a brand matter.

At this year’s NYU International Hospitality Investment Forum, Johnson joined a panel of CEOs to explore how brand identity is driving the business of hospitality, not just as a marketing lever, but as a strategic engine. Tied to the forum’s theme, Engagement Drives Returns, the conversation underscored how trust and connection help brands stand out and stay relevant in a crowded market. In the conversation that follows, Johnson explores why brands that lead with discipline and purpose will be positioned to earn guest loyalty, investor confidence and owner alignment.

Q: What was the focus of your panel at the conference?

The panel was about brand, but really it was about value. We talked about how brand identity influences not just guest behavior but investor trust, owner relationships, even operational performance. One point that came up — and resonated inside conversations — is that too many brands may dilute the value proposition. One of the CEOs said it plainly: when brand proliferation becomes noise, you risk weakening everything from your pricing power to your purpose. That landed with a lot of people in the room.

Q: Do these brand dynamics look different in the U.S. compared with other places?

I think the dynamics are converging. Guest expectations are digital-first, mobile and hyper-personalized regardless of geography. The real differentiators are operational agility and brand discipline. Whether you’re in London, Atlanta or Singapore, you need a clear value proposition — because the experience gap between your property and your competitor’s is now just one swipe away.

Q: What does it look like to challenge the status quo in brand strategy?

It means telling the truth, even when it’s uncomfortable — like saying, “There are too many brands, and you’re diluting your impact.” But that kind of bold statement only works when it’s grounded in evidence. It can’t just be an opinion — it has to be based on what we’re hearing from the market, guests and owners.

Guests don’t remember your algorithm. They remember how they felt. Jeanelle Johnson, Principal, Travel, Transportation and Hospitality, PwC US

Q: What happens to brand consistency in the age of personalization?

That’s where the opportunity — and the pressure — sits. Personalization creates intimacy. But consistency creates trust. And a trusted brand has to deliver both. It was clear in our discussion during the panel that brands are trying to balance creative innovation with scalable execution. AI is helping — but only when it’s rooted in a clearly defined brand ethos. Otherwise, the tools just add friction or confusion. Guests don’t remember your algorithm. They remember how they felt. If your brand doesn’t hold that together, you risk losing them.

Trust isn’t a feature of AI. It’s a prerequisite. Jeanelle Johnson, Principal, Travel, Transportation and Hospitality, PwC US

Q: What role does AI play today?

There’s already a lot of momentum in labor optimization, predictive maintenance and smart pricing. But what’s emerging — and what I believe is transformative — is agentic AI. These are autonomous tools that make decisions in real time, whether that’s curating a personalized guest offer or resolving an operational issue. But we can’t talk about AI without talking about the humans around it. Guests, owners and operators all need transparency. Trust isn’t a feature of AI. It’s a prerequisite.

Q: What about data sharing—how does that affect AI transformation in hospitality?

Brands often hold data on operations; owners hold performance data, but there’s very little sharing between them. That makes it hard to benchmark, adapt or even identify where a brand is under- or over-performing. I think there’s a real opportunity here. If we can help anonymize and connect those insights, we can deliver something meaningful — what I call the voice of the owner or the voice of the guest in a way that’s objective and actionable.

Q: Looking ahead, what do you think the next chapter of hospitality looks like?

Everyone wants to become a tech company right now, and hospitality is no exception. But we’re not just building tools. We’re designing experiences. The real innovation is in how we combine technology, human connection and brand meaning to create value. And at the leadership level — whether you're running a brand, a region or a property — the challenge is the same: how do you make the big feel small? Technology can scale service, but only when the guest still feels seen. That kind of precision also drives enterprise value, and it can play a role in deals strategy. The brands that get that right — who can build trust at the individual level while moving fast at scale — those are the ones that will lead the future of this industry.