Glenn Dickerson, General Manager, ALOFT Hotel Orlando

Invest: spoke with Glenn Dickerson, general manager of ALOFT Hotel Orlando, about how downtown Orlando’s arts, sports, and entertainment ecosystem is shaping demand, the importance of the guest experience, and what sets his hotel apart. “We want to continue to be a leader with guest services. We want to be known as a unique boutique-style hotel that caters to guests from around the world,” Dickerson said.

How would you describe the state of the hospitality industry, and in what ways has that impacted your hotel over the last year?

I think the hospitality industry in our part of Orlando is very strong. The arts scene, music, and sports have all had a very positive impact on the hospitality industry and on our hotel specifically. As a result, our revenues are up, our average daily rate is up, and our RevPAR is up. 

Just as important, that strength allows us to provide jobs for our employees. We see guests coming not only from Jacksonville, Atlanta, or Los Angeles, but from Germany, Austria, Italy, and Switzerland. Our location on the edge of downtown means guests can enjoy the downtown entertainment district and still be close enough to drive to Epcot, Disney, or Epic Universe. The activity across arts, entertainment, and sports has made 2025 a very positive year for us.

What are you seeing in terms of group business and event bookings, and how do hotels like yours support Orlando’s convention and entertainment ecosystem?

We are seeing more group bookings, and more of those groups are including food and beverage. We have worked very hard at building relationships with some of our top clients, including Dr. Phillips, AssuredPartners, Red Lobster, and TLC Engineering. We have also invested in partnerships with iHeartRadio, including Rumba, one of their top-performing Latino stations in Orlando.

As those partners host more events, we benefit in multiple ways. We see the guests who are coming to enjoy performances and games, and we also see the musicians and other talent choosing to stay here because our location is so convenient. At the same time, we continue to welcome a strong base of transient guests. All of that reinforces our role as a boutique property that helps knit together Orlando’s convention, arts, and entertainment ecosystem.

What are today’s travelers looking for in terms of guest experience, and how are you catering to those expectations?

Our hotel is all about creating an experience. A big part of that is our art program. We are currently working with four local artists and displaying their work throughout the property, which gives guests a sense of place and connects them to the local creative community.

We also have a beautiful pool, and that matters when people are coming from colder markets like Detroit or Michigan. They want sunshine and a chance to relax by the water, and we are fortunate to be able to keep our pool open about 11 months a year. Music is another key element of the experience. We regularly offer live entertainment that brings energy to the lobby and public spaces.

On top of that, we are the dog-friendliest hotel in Orlando. Where other hotels will charge $100 or $150 for a dog and ask how much the dog weighs, we take the opposite approach. We say your dogs are free, regardless of the breed or size. We have had Great Danes in the hotel, and we welcome them. That pet-friendly culture has become a real differentiator for us and an important part of how guests experience the property.

How are you thinking about the labor market and staffing models in this environment?

Our priority is to provide as many full-time jobs as possible. Because business has been strong, we have been able to offer full-time roles with benefits to more of our team members. As long as employees are flexible with their schedules and able to work full-time, we work hard to make that possible and to reward their commitment.

We are also a very diverse hotel. We have employees from Haiti, Venezuela, Argentina, Puerto Rico, Mexico, the Philippines, and many other countries — probably 16 to 18 different nationalities are represented on our team. We are predominantly a Latino and Hispanic culture, and I sometimes need a translator because I do not speak fluent Spanish. Being bilingual would be a big asset, but I am fortunate to have team members who help bridge that gap. That diversity is one of our strengths and an important part of the experience we offer to guests from around the world.

How are new developments, infrastructure upgrades, and cultural initiatives influencing your strategy and the types of guests you attract?

As the city works on the downtown area and the broader urban development plan, I think the vision is for a more walkable experience. They are putting in the right type of retail and creating more opportunities for people to spend time downtown before and after events.

I expect to see more art galleries, spas, and cafés coming into the mix. Dr. Phillips Center’s new land acquisition will also lead to additional development, which will further enhance the neighborhood. All of that will benefit the entire downtown area. The goal is to create an upgraded, safe, and vibrant district. From what I have seen, they have thought their plan out well. It should be a very successful strategy for years to come, and our hotel is well positioned to benefit from those changes.

Technology and automation are reshaping every industry. How are they influencing your day-to-day operations and guest service?

Technology is changing constantly. The good side is that it helps us operate more efficiently and stay connected with guests, but the pace of change can be challenging. It seems like every time you turn around there is a new upgrade or a new platform to learn. Things are moving very fast with AI and with technology more broadly.

That is simply the reality of where we are and who we are as an industry, and we have to adapt to it to move forward. At the same time, we cannot lose the personal touch that makes hospitality unique. The personal interactions, the relationships and the small details are what guests remember. So I have mixed feelings: we embrace technology and understand its importance, but we are very intentional about preserving the human side of the experience.

Looking ahead to the next three to five years, what are your top priorities for the hotel?

We want to continue to be a leader with guest services. We want to be known as a unique boutique-style hotel that caters to guests from around the world. We are definitely an international-style hotel, but we are also a very welcoming hotel. When you walk in, it is not intimidating. It feels warm, inviting, and hospitality-driven.

That comes through in the way we use music, the way we showcase art and, of course, in the way we welcome pets. All of those elements come together to create a genuine sense of welcome for guests from across the globe. Our focus is on protecting and enhancing that culture as the market around us grows.

Is there anything else you would like to add that we have not covered?

I would just emphasize how fortunate we are to have such a great location and how important it is that we keep building on that advantage. We need to continue creating the best possible guest experience for everyone who stays with us, every time.

If we do that consistently, we will remain a leader in high-level hospitality and high-level experiences for our guests going forward.