Portfolio RevPAR index
Four-year average across the LightHouse Hotels & Resorts portfolio.
Marty McDaniel, CHAThe story
Built in operations.
Not assembled in a boardroom.
A second-generation hotelier’s perspective shaped from the ground up—and tested where performance, people and ownership interests meet.
38+Years in hospitality
$90MRevenue scale led
25+Hotels renovated
12+Hotels built
Operating foundation
The asset is still the point.
Marty McDaniel’s hospitality education began at age nine, washing dishes—not discussing disruption over catered lunch. His first general manager role came at 18. Since then, he has built companies, led diverse hotel portfolios, redeveloped resorts, navigated distressed situations and created demand where others saw only obstacles.
His approach combines an owner’s financial discipline with a lifelong operator’s instinct: build capable teams, set clear goals, create market identity and stay close enough to the work to know what must change.
“We are either serving the guest directly—or serving someone who is.”
Selected impact
Good intentions don’t
flow through the P&L.
Gross annual revenue
Peak scale of a resort platform built from scratch with more than 650 team members.
Units under management
A ground-up management company spanning rentals and association operations.
Owner penetration
Participation achieved on an in-house rental management platform.
Demand creation
The property line is not the finish line.
Marty helped bring Ironman Florida to Panama City Beach, hosted nationally recognized concerts and live broadcasts, partnered with MTV, and served for a decade on the Bay County Tourist Development Council—including two terms as chairman.
That destination-level perspective shaped a career-long ability to create identity, build partnerships and turn properties into economic and cultural anchors.
Market leadershipProperty performance begins beyond the property line.