Rick Donohue, General Manager, Embassy Suites by Hilton Orlando North

Invest: sat down with Rick Donohue, general manager of Embassy Suites by Hilton Orlando North, to discuss how Central Florida demand is recalibrating after the pandemic and how Seminole County’s group-driven pipeline is shaping the hotel’s outlook. “People want their living rooms everywhere they go, whether they’re in a hotel, whether they’re in an airplane, whether they’re in whatever,” Donohue said.

How would you characterize the past year for Embassy Suites by Hilton Orlando North, especially in light of recent hospitality trends?

A big story for us is that we completed a full renovation in 2023. We updated the property and made it feel more modern, but we still wanted to keep the hotel’s character, not make it feel sterile.

We renovated the rooms and the lobby, and the guest response has been very positive. People enjoy coming back and seeing the changes, and it has helped reinforce the idea that an established property can still feel current.

Which guest demands influenced the renovation, and how has the experience changed since the project was completed?

The hotel simply needed an update, and COVID delayed what we could do for a while. When we moved forward, we shifted away from older Florida color schemes and into a cleaner, more modern look, while still keeping warmth and comfort. The difference is night and day.

I was at the hotel before the renovation, then left for another opportunity, and came back afterward, so I have seen the before and after clearly. It feels refreshed, without losing what makes it familiar, which is important for repeat guests and groups.

What patterns are you seeing in leisure travelers, group bookings, and extended stays across the market?

Seminole County has always been a strong group market, especially sports. Boombah Sports Complex draws a lot of youth and college sports demand, and that has been a consistent driver for us. Over the last couple of years, we have also seen high-profile competitive events in the region, and we benefit when teams and families want strong value and space.

We are also working on a second Boombah complex that would expand the county’s ability to host tournaments. I am involved through local tourism and development efforts, and while it is still a couple of years out, the goal is clear: bring more teams, more events, and more overnight stays into the area. The more inventory the county has for group sports, the more consistently hotels can plan around it.

Leisure demand benefits from where we sit. We are not on top of Disney or the airport, but we are still Orlando and within driving distance of major Central Florida destinations. That makes us a practical hub for travelers who want flexibility, want to move around the region, and do not want to pay the premium of being right in the busiest corridors.

How do evolving expectations around meetings, events, and venues connect to what you’re seeing with the new complex and broader demand?

The new venue is planned as an indoor facility. It will support sports, but it can also host community and event uses that currently push people to Orlando proper, including larger gatherings and ceremonies. The broader point is that group demand keeps evolving, and venues that can flex across use cases tend to win.

At the same time, guest expectations are higher. People want to manage their stay from their phones, move quickly through check-in and check-out, and have more convenience for the price they are paying. They will pay, but they want to see the value in a very direct way.

How are you balancing investment and implementation when it comes to technology, food and beverage, and experience design?

We have upgraded the internet and supported virtual and hybrid meeting needs in our meeting rooms, because even when groups are on-site, not everyone can always be in the same room. We want to accommodate how meetings are run now, not how they were run five years ago.

We are also upgrading in-room tech, including TVs for easier streaming and connectivity. A lot of guests want continuity. People want their living rooms everywhere they go, whether they’re in a hotel, whether they’re in an airplane, whether they’re in whatever, and we are trying to stay ahead of that and keep everyone comfortable.

Embassy Suites also has a built-in value story: two-room suites, cooked-to-order breakfast, and the manager’s reception in the evening. Guests get a place to unwind with a couple of drinks and light snacks, and that value-add matters when guests are comparing options and watching what they spend. Not to mention that guests can participate and receive points as a member of the Hilton Honors reward program.

What challenges are most present right now, and where do you see opportunities over the next few years?

The challenge is the pace of changing expectations, plus the fact that recovery has been uneven across segments. The opportunity is aligning with those expectations through brand tools and property-level upgrades, so convenience and value are clear and consistent.

We are also watching corporate patterns carefully. As more companies decide what back to work looks like, hotels like ours feel the impact quickly. When that demand is steady, it helps stabilize occupancy beyond weekends and peak leisure windows.

How are you leveraging partnerships and local assets to support wellness for guests and groups?

We have partnered with a fitness center near the hotel in the past, and it has been a nice benefit for guests who want a more complete workout option. But one of our strongest wellness assets is Cranes Roost Park right outside our front door. Guests can walk, run, and reset around the one-mile trail, and the area is safe, well-lit, and connected to restaurants and retail. Being able to step outside and immediately have that option is a meaningful advantage. We also have a year round indoor pool as well as our 24-hour Fitness Center with a Peloton Bike.

What role does the hotel play in the local area and community?

Being in the heart of Altamonte Springs’ downtown area puts us in the middle of major community activity. Events like Red Hot & Boom bring huge crowds to Cranes Roost Park, and we work closely with the city and local partners as part of that larger ecosystem.

Our location also supports walkability to dining, and we have an in-house steakhouse that many guests use as a first stop. From our perspective, hotels can be anchors that help connect visitors to local business, and we take that responsibility seriously.

Looking ahead, what are your top priorities?

First, we want continued momentum in business travel and corporate demand. Remote work changed patterns, and we need more consistent in-person activity to keep strengthening the broader local economy, including restaurants, venues, and hotels.

Second, we will keep building on sports and group business, which has been our strongest segment and a major regional driver. As Seminole County expands its facilities and event pipeline, our focus is staying ready to capture that demand with the right service, technology, and value proposition.

Third, we will keep leaning into what our location offers, positioning the hotel as close to everything without being in the middle of the crowds. Alongside that, staying active in local tourism and development efforts matters. We have to give back, and at some point, we will get back.