Blog – Kriya Hotels

FIFA World Cup 2026 Dallas — Group Accommodations for Crews & Contractors

kriyahotels24 — Fri, 20 Feb 2026 14:50:49 +0000

Dallas Is the Center of the FIFA World Cup 2026 Universe

Dallas–Fort Worth is hosting 9 FIFA World Cup 2026 matches — including a semifinal — across a five-week window from June through July 2026. AT&T Stadium in Arlington will be one of the most-watched venues on earth during that stretch, drawing broadcast networks, production companies, security firms, logistics contractors, transportation crews, and thousands of support personnel who need quality housing — not just for a night, but for weeks.

If you’re managing crew accommodations for a contractor, broadcaster, or production team working the tournament, here is what you need to know: downtown Arlington and Irving hotels will be fully committed at peak rates by the time bid deadlines arrive. The crews and companies that plan now will get better rooms, more space, and rates that don’t blow the housing budget.

Kriya Hotels operates six properties across the DFW market. We are owner-operators — not a booking platform, not a management company. One call gets your entire crew housed across a portfolio of Hilton and Marriott branded properties, with a dedicated account manager from contract to checkout.

Dallas FIFA World Cup 2026 Match Schedule

AT&T Stadium in Arlington will host the following confirmed FIFA World Cup 2026 matches:

June 12, 2026 — Group Stage Match
June 16, 2026 — Group Stage Match
June 20, 2026 — Group Stage Match
June 25, 2026 — Group Stage Match
June 29, 2026 — Group Stage Match
July 3, 2026 — Round of 32
July 6, 2026 — Round of 16
July 12, 2026 — Round of 8 (Quarterfinal)
July 22, 2026 — Semifinal

Nine matches. Five weeks. One of the most compressed, high-demand hospitality environments North Texas has ever seen.

Who We Serve: Contractors, Crews, and Production Teams

Kriya Hotels is actively working with companies contracted to FIFA, C3 Presents (the official operations contractor for the Dallas host committee), broadcast networks, and the full range of support organizations that make a tournament of this scale function.

Our extended-stay properties — particularly the three Home2 Suites locations — are built for multi-week deployments. They are not standard hotel rooms. They have full kitchens, separate living spaces, guest washer/dryer, and the infrastructure that keeps a working crew productive across a long assignment.

The types of organizations we’re targeting for group blocks include:

Broadcast & media production crews (camera operators, production assistants, technical directors, satellite uplink teams)
Security contractors (crowd management, credentialing, perimeter security)
Logistics and transportation companies (fleet operators, shuttle contractors, equipment logistics)
Hospitality and venue operations staff
Telecommunications and IT infrastructure teams
Event staffing and staging companies
Medical and emergency services contractors

If your team is assigned to the Dallas market for FIFA 2026, we want to talk before your rooms are gone.

The Kriya Hotels Portfolio: Six DFW Properties

Home2 Suites Dallas/Grand Prairie

Best for: Crews based near AT&T Stadium and the Arlington entertainment district
Distance to AT&T Stadium: Approximately 8 miles
Extended-stay suites with full kitchens. Complimentary hot breakfast, free parking, high-speed WiFi. Ideal for broadcast and production crews needing close access to the stadium footprint.
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Home2 Suites Irving/DFW Airport North

Best for: Crews with heavy air travel, production teams needing DFW Airport access, logistics and transportation contractors
Distance to DFW Airport: Under 5 miles
Extended-stay suites with full kitchens, complimentary hot breakfast, free parking. The closest Kriya property to DFW International — critical for teams rotating crew in and out on a regular basis.
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Home2 Suites Fort Worth Northlake

Best for: Crews assigned to Fort Worth-area operations and training facilities
Extended-stay suites with full kitchens, complimentary hot breakfast, free parking. Positioned in one of the fastest-growing corridors in DFW with easy freeway access.
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Hampton Inn & Suites Trophy Club/Fort Worth North

Best for: Mid-size groups needing premium amenities in the Alliance/Northlake corridor
Full hot breakfast included, free parking, fitness center, meeting space. Trophy Club is a quiet, safe, highly rated suburban community between Fort Worth and Denton.
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Aloft Trophy Club/Westlake

Best for: Younger crew members, smaller groups, and teams who want a lifestyle hotel experience
Marriott-branded lifestyle hotel. Modern rooms, on-site bar and food, free parking. A great option for production assistants, content creators, and digital media teams.
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Four Points by Sheraton Plano

Best for: Corporate and administrative teams, crews assigned to the northern Dallas corridor
Full-service Marriott property in Plano. Meeting and event space, restaurant, free parking. Well-positioned for FIFA operational offices, sponsor teams, and corporate contractors in the Dallas North Tollway corridor.
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Why Kriya Hotels for FIFA 2026 Group Blocks

We are owner-operators, not a management company. Kriya Hotels has owned and operated DFW properties since 2004. When you call us, you reach decision-makers — not a call center or a franchisee with limited authority. Group rate decisions, block adjustments, and contract modifications happen fast because we control these properties directly.

Three extended-stay properties with full kitchens. Multi-week crew deployments are not the same as one-night corporate travel. Our Home2 Suites locations have refrigerators, stovetops, dishwashers, and cookware — so your crew can manage their own meals across a 3–6 week assignment. For security teams, broadcast crews, and logistics personnel on long rotations, this matters more than any loyalty points program.

A single account manager for all six properties. We do not split your group across siloed booking channels. One contact manages your block across the entire portfolio, handles room assignments, billing consolidation, attrition questions, and any issues that come up during the stay.

4.5+ average rating across the portfolio. We maintain consistently high ratings on TripAdvisor, Google, and the Hilton and Marriott guest satisfaction platforms. Your crew’s comfort is not an afterthought.

Free parking at every property. No garage fees. No valet charges. Ample surface parking at all six locations, including space for crew vehicles and equipment trailers.

Complimentary hot breakfast at Hilton-branded properties. Full hot breakfast is included at all four Hilton properties. For crews with early call times, this removes one more logistical headache from the morning.

Key DFW Distances and Drive Times

Property	AT&T Stadium	DFW Airport	Downtown Dallas
Home2 Grand Prairie	~15 min	~25 min	~20 min
Home2 Irving/DFW North	~20 min	~5 min	~20 min
Home2 Ft. Worth Northlake	~30 min	~25 min	~45 min
Hampton Trophy Club	~35 min	~20 min	~35 min
Aloft Trophy Club	~35 min	~20 min	~35 min
Four Points Plano	~35 min	~30 min	~20 min

All times are approximate and traffic-dependent. DFW freeway access from all six properties.

Amenities Built for Working Crews

Full Kitchens and Living Spaces — Refrigerators, stovetops, dishwashers, and cookware in every Home2 suite. Your crew can cook meals on their own schedule — critical for multi-week deployments where per diem adds up fast.

Free Parking at Every Property — No garage fees, no valet charges. Ample surface lot parking at all six locations, including space for larger crew vehicles and equipment trailers.

Complimentary Hot Breakfast — Full hot breakfast included at all Hilton-branded properties. Fuel your crew before early call times without the per diem hassle.

High-Speed Internet and Workspaces — Reliable high-speed WiFi throughout all properties. Lobby workspaces and meeting areas available for team coordination and operations planning.

In-Suite Laundry — Washer/dryer access in Home2 Suites means your team stays sharp without costly laundry services during long deployments.

FIFA Group Amenities — Custom welcome letters, flexible group rates, and dedicated account management. We’ll make your team feel like they’re part of something historic — because they are.

Frequently Asked Questions: FIFA 2026 Group Bookings

How early do we need to book?
Now. Bid deadlines for major FIFA contractors are moving quickly, and the block commitment cycle for 2026 will accelerate through late 2025 and early 2026. The best rates and room configurations go to the groups that commit first.

Can you accommodate a large crew across multiple properties?
Yes. We can split a group strategically across properties based on crew function, reporting location, or budget — and manage the entire block under a single group agreement.

Do you offer attrition flexibility for groups with uncertain headcounts?
We work with production and contractor groups regularly on attrition clauses. Because we are owner-operators, we have more flexibility than a property managed by a third party. Let’s talk about your specific situation.

Are the Home2 Suites suites or standard rooms?
All Home2 Suites rooms are studio or one-bedroom suites with full kitchens. There are no standard “hotel room” configurations — every room is designed for extended stays.

What is the minimum block size?
We work with groups of all sizes, from 10 rooms to 100+. There is no minimum that disqualifies you from getting a dedicated account manager and group rate consideration.

Is there a single point of contact for the entire portfolio?
Yes. Carlos Rauseo serves as the Regional Sales Manager across all six Kriya Hotels properties and is your single point of contact for group inquiries, RFP responses, and contract negotiations.

Secure Your Block Now

Downtown Arlington and Irving hotels will sell out at peak FIFA rates faster than most planning timelines account for. Our suburban locations offer better value per room, more living space, and the extended-stay amenities that working crews actually need — at rates that don’t break the housing budget.

We are currently accepting RFPs and preliminary group inquiries for FIFA World Cup 2026 dates.

Contact:
Carlos Rauseo, Regional Sales Manager — Kriya Hotels
📧 carlos@kriyahotels.com
📞 214-444-3402

Or use our group inquiry form → to submit your dates, headcount, and preferred properties.

About Kriya Hotels

Kriya Hotels is a family-owned hotel management and ownership company operating six branded properties across the Dallas–Fort Worth metroplex. Founded in 2004, Kriya owns and operates Home2 Suites by Hilton (Grand Prairie, Irving/DFW, and Fort Worth Northlake), Hampton Inn & Suites Trophy Club, Aloft Trophy Club/Westlake, and Four Points by Sheraton Plano. All properties are under active Hilton and Marriott brand flags and maintain 4.5+ guest satisfaction ratings across review platforms.

Homewood Suites Northlake Breaks Ground in AllianceTexas

kriyahotels24 — Mon, 20 Oct 2025 16:05:05 +0000

Homewood Suites Northlake groundbreaking marks a milestone for Kriya Hotels and its development partners.

Early October 2025, Kriya Hotels and its development partners celebrated a milestone in Northlake, Texas, by breaking ground on a new Homewood Suites by Hilton. The ceremony marked the official start of construction on a four‑story extended‑stay hotel that had been in the planning stages for much of the year. Located at 13311 Raceway Drive, just south of State Highway 114 and nestled between the existing Holiday Inn Express & Suites and Home2 Suites properties, the hotel is set to expand Northlake’s growing hospitality corridor while providing new lodging options for business travelers, families, and sports enthusiasts.

The hotel will occupy approximately 75,853 square feet and include a lobby, meeting room, fitness center, and outdoor lounge with a barbecue area. Plans approved by the Northlake Planning and Zoning Commission call for 86 on‑site parking spaces and 31 off‑site spaces, exceeding the town’s minimum parking requirements. The hotel is designed to blend warm hospitality with functionality; guests will find home‑like amenities such as fully equipped kitchens in every suite alongside communal spaces ideal for networking or relaxing.

Construction is scheduled to begin in earnest on September 1 and is expected to wrap up by June 1 2027. These dates align with earlier reporting that noted construction would kick off in the fall and finish by the summer of 2027. Kriya Hotels, the project’s owner and operator, pursued site plan approval from the town’s Planning and Zoning Commission in January 2025; the commission unanimously endorsed the plan, clearing the way for permitting and financing. Since then the company has been working with architects and contractors to finalize designs and secure materials, culminating in the October groundbreaking.

Northlake leaders see the new Homewood Suites as a strategic addition to the town’s lodging inventory. Town Manager Drew Corn noted earlier this year that Northlake currently has six hotels and at least six more in the pipeline, including a Staybridge Suites. He added that the Homewood Suites will serve not only traditional business travelers but also families visiting for youth sports tournaments. A key demand driver for the hotel is the Dallas Stars’ StarCenter Multisport Northlake, an indoor sports facility set to open nearby. The 225,000‑square‑foot venue will feature two NHL‑regulation ice rinks and eight basketball courts, convertible to 16 volleyball courts, and is funded partly by taxes generated from local hotels. As youth hockey and other tournaments attract visitors to Northlake, the town anticipates increased demand for extended‑stay accommodations like Homewood Suites.

For Kriya Hotels, the project reflects the company’s strategy of partnering with premier hotel brands and developing select properties where it can bring an owner‑operator perspective. Kriya plans to be deeply involved in all phases of the project — from construction oversight and interior design to pre‑opening recruitment and training. The company will leverage its experience with premium brands to ensure the hotel meets Hilton’s standards while reflecting Northlake’s character. Representatives from Kriya expressed excitement about the property, noting that it represents the firm’s commitment to long‑term development, exceptional guest experiences, and community partnership.

The extended‑stay concept is well suited to Northlake’s economic mix of corporate offices, industrial facilities, and youth sports tourism. Suites are designed for guests staying a week or more, with full kitchens, spacious living areas, and complimentary hot breakfast. Meeting space will allow local businesses to host small conferences, while the outdoor lounge and barbecue area provide a communal setting for families and teams. The hotel’s 86 on‑site parking spaces and additional off‑site spaces ensure convenient access for guests traveling with vehicles.

Beyond the immediate benefits to travelers, the project is expected to generate local jobs and tax revenue. Construction alone will create dozens of jobs over the next two years, while the completed hotel will employ a full‑time staff and purchase goods and services from nearby businesses. Hotel occupancy taxes will contribute to Northlake’s general fund and help finance public projects like the StarCenter Multisport facility. The addition of Homewood Suites will also support other hospitality and retail businesses in the area by drawing more visitors and extending their stays.

The groundbreaking signals the start of an exciting chapter for Northlake and Kriya Hotels. As construction progresses through late 2025 and into 2026, updates will be shared on the Kriya Hotels website. With a targeted opening in mid‑2027, Homewood Suites Northlake promises to deliver comfortable, home‑style accommodations and to strengthen the town’s reputation as a destination for business and sports travel. Stay tuned for behind‑the‑scenes looks at construction and design milestones — and get ready to experience Northlake’s newest hotel when it opens its doors.

5 Stages Taking Hotels from ‘Meh’ to Better

kriyahotels24 — Thu, 08 Aug 2024 14:38:29 +0000

One of the major frustrations when talking to owners, operators, and virtually anyone in the hospitality industry about revenue management is how quickly the conversation turns to the absolute loftiest talking points about revenue management, while neglecting the bread-and-butter of what our profession is really about: making you money. When talking to prospective clients, often the first thing I get grilled on is “How can you reduce my OTA market segment contribution?” or something of that nature. Only after cracking open their books do I realize that the hotel is running 60% occupancy, missing sellouts like nobody’s business, and is down 25% year over year in the local negotiated market segment.

This happens so often in fact, that I noticed parallels between hotels and people. You’ll probably agree that hotels themselves take on a kind of life of their own, and develop personalities. For example, you may notice that your hotel is priced neurotically with big swings between weekday and weekend rates, has mercurial occupancy that plummets from 90% on Wednesday to 40% on Thursday, and has a Machiavellian sales force but is a bit of a softy on the operations side.

Back when I was in college and had delusions that I would be psychoanalyzing people (rather than hotels) on a Freudian fainting couch I took my fair share of psychology courses before getting on my more fruitful hospitality-business trajectory. I mostly remember the greatest hits from my courses: Pavlov’s “dingaling-aling woof woof” experiment, Skinner boxes, Stanford Prison, object permanence, and the crème de la crème of my (very basic) psychology tutelage: Maslow’s Hierarchy.

Although I do salivate uncontrollably when I see a night forecasting above supply, and recommend shocking directors of sales with roughly 600 Volts when they book groups at low rates, the one thing that has stuck with me the most was the hierarchy of needs model that I think elegantly sums up the human experience pretty well. I also think that it can be translated to all kinds of applications as well, such as the hotel world.

If you aren’t familiar with Maslow’s Hierarchy of needs it basically ranks and categorizes people’s psychological development based on how their needs are being met on a range of criteria, from the basics: food and water, to the more complicated: self-esteem and ability to be creative.

I noticed that there were some big parallels between what makes a great hotel and a great person- certain qualities that I noticed from the best teams I’ve worked with, and what was lacking from the worst teams I had worked with. Below I will try to parallel Maslow’s hierarchy and translate it to the characteristics of hotels.

The first level of our Revenue Management hierarchy of needs is going to be basic, and within this level I would put a few different criteria: the hotel should be able to be discoverable and bookable online, and should have a pricing structure that is at least grounded in reality (premium room-types higher than basic room-types, compset should be considered even if there is not a daily rate shop analysis). At this stage, the hotel is not participating in any dynamic Revenue Management activities, except for occasional reactionary rate changes based on extremely obvious cues. I would guess that roughly 90% of hotels are meeting at least these criteria, and if any hotel is not, then the higher levels of our hierarchy are far out of reach.

The second level of our hierarchy would be the ability to analyze data and have a dedicated revenue manager, even if it is not a full-time revenue manager (for example, it may be a GM who also has an interest in changing rates and looking at pickup reports). On the reporting and analytics side: the hotel should have a way to look at past performance, decision makers should also be able to look at occupancy for future arrival dates, and at least have access to a reliable competitive rate shop. We don’t have deep, critical analysis of the data at this phase, but the ability to look at occupancy, pickup, and compset pricing information begins to unlock the ability to move to higher tiers of our hierarchy. I would estimate 75% of hotels are meeting or exceeding these criteria, which is still a strong majority. This step has at least some of the tools required to make more advanced decisions, but decisions are still made based on ‘feel’ rather than data.

The Third level is where we begin to see differentiation and specialization in the hotel’s roles, but only at a basic level. At this phase, the hotel has a revenue manager, an operational leader, and a sales leader all of whom are individual persons who can dedicate themselves to their respective task (even if it is a taskforce GM, a RM with 6 other properties and a regional sales person). This is an improvement over the first two steps but still has big flaws and weaknesses. Some characteristics of hotels in the stage are as follows:

Operations team has trouble selling out, and is not confident walking guests. Perfect sell-outs are often a luck-based outcome, and the operations team has bad habits such as blocking rooms for house-use on busy dates to keep themselves from over-selling.
Basic coding practices are in place, but laziness at the front desk leads to an unnecessarily high amount of ‘rate-overrides’ and missed sales lead opportunities.
Sales makes rogue decisions such as booking groups and offering negotiated rates with no input from revenue management team. They add value but are not fully efficient.
Revenue Management has strategy calls, but doesn’t have full buy-in from Operations and Sales team.
Too much of a revenue manager’s time is spent making reports, manual forecasting, and there is too much reliance on home-brew Microsoft Excel reports.
Often one leg of the 3-legged team (Sales, Ops, RM) has too much say in decisions, for example: a General Manager who vetoes potentially beneficial strategies which challenge the status quo.
Some of the team may cling to archaic beliefs examples include: “OTA’s are the enemy”, “We have to give certain accounts LRA because they’ve been with us for so long!”

Most hotels are at this phase in the hierarchy, and the primary goal of revenue management is taking hotels from stage 3 to stage 4. Virtually all of our revenue management clients need help breaking out from this phase, and into the 4^th and ultimately 5^th stage.

The fourth level of our hierarchy is the major turning point where we can begin to make critical decisions required to get to the final step. Hotels in the 4th level have a cohesive, three-pronged team that divides and conquers to add value to the whole operation. This would include:

A sales team that actively communicates with Revenue Management, asks for advice on pricing decisions, considers displacement when booking groups and corporate business, and is actively engaged in revenue meetings. A good sales team also maintains healthy relationships with their accounts, and is unafraid to request higher rates from accounts when agreements have expired, or room night expectations are not being met.
An operations team that can execute perfect sellouts more than 50% of the time, is comfortable in light oversell situations, and can enforce stay restrictions and cancellation policies.
A revenue management team that confidently leads weekly calls, makes data driven decisions, and has the other two branches of the team on board with their strategy decisions.

Revenue managers at this stage are not simply raising and lowering rate, but are rather yielding lower rated business, supplementing occupancy on soft dates, driving rate on days that are forecasting above supply just as a start. Some other hallmarks of this level of development would be: stronger RevPAR than the compset, consistently accurate demand/revenue forecasting, and a strong reliance on market segment level data to make pricing decisions, rather than just top-line occupancy.

At this level reporting must be robust and easily customizable. The hotel’s reporting suite should support the following forms of analysis: rate level production, company production for sales purposes, pickup by market segment, pace data (how are we comparing to same time last year). There should also a robust rate shop that shows how the compset is changing rate, and demand and occupancy forecasting tools to help guide pricing and yielding strategies with an emphasis on market segmentation and not just room night totals.

So how many hotels are at this level? Maybe 10% to 20%. This is the biggest leap of them all (from step 3 to 4), and is where you can begin to say that the ever elusive ‘revenue management culture’ exists.

This level of the hierarchy can be maintained year-round and is not controlled by the vagaries of seasonality and demand. For most intents and purposes this is the level that most all hotels should aspire to be at, because even the strongest of hotels typically alternate between cycles of stages 4 and 5.

The Self-Actualization level (5) represents a Hotel that is at the absolute top of its game, this corresponds to the ‘self-actualization’ step in the human hierarchy. Hotels in the self-actualization stage are very rare, and may not be able to stay in the top tier for extended periods of time, as seasonality sometimes reduces demand, or certain days of week may be historically so soft that a hotel can only reach this stage on certain days of week.

So, what’s going on in this level?

Reporting capabilities allowing analysis down to the reservation level, rather than simply the market segment level which allows for maximum detail in strategy decisions. Individual reservations can be highlighted in real time on a revenue call to confirm efficacy of existing strategies.
Revenue Management has buy-in from all team members and ownership. Sales and Operations teams are involved and present for all weekly revenue calls, and know that RM’s decisions are based on deep analysis. Ownership does not make capricious recommendations for the sake of ‘mixing things up’.
The Hotel’s occupancy is consistently high (85%-90% or higher) with multiple consecutive sell-outs. Missed sell-outs are the exception, not the rule.
Revenue Management team can try new creative strategies due to persistent excess demand and confidence in the proven reliability of forecasting tools.
Revenue Manager is not burdened by manually creating forecasts or pulling disparate reports. The revenue manager’s time is not spent scrambling in any way but in maintaining an already well-oiled machine.
Occupancy is high enough that the revenue manager can begin to worry about channel optimization, driving more direct bookings, and actually worry about the slight differences in margin between different booking sources.

What percentage of hotels are truly at this coveted level? Maybe 2%-5% of hotels during certain points of the year, with possibly only the top 1% of hotels maintaining this level all year-round. This level of near-perfection is not just for 5-star properties, however; some select service and midscale properties can reach this level, but it of course requires a phenomenal amount of effort and a great team along with a robust reporting solution.

I won’t lie to you and tell you that I’m at level 5 with all of my properties, in fact most of my properties are in the process of rising from stage 3 to 4, with my strongest properties being level 4 properties that occasionally break into stage 5 only in high demand seasons of the year. Realistically level 4 is where all hotels should aim, and then slowly work over time to fine-tune and perfect the three sides of the hotel equation to begin to see flashes of brilliance, and maybe, maybe get to the 5^th level. If you are stuck in the 3^rd level, as most hotels are, reach out and see how Kriya RevGEN can take you to the next level! If you already have a great team and know that the only thing keeping you back from the next level is robust reporting, please reach out for a demo; we’d love to show you our reservation-level data and automated forecasting by market segment capabilities!

Eight-story hotel planned for Oklahoma City’s Automobile Alley | News OK

kriyahotels24 — Thu, 08 Aug 2024 14:38:12 +0000

Kriya Hotels has acquired a site in Oklahoma City’s Midtown District and plans to construct a new Towneplace Suites by Marriott. Kriya Hotels will serve as the developer and management company on the project.

New La Quinta Inn & Suites Opens in Fort Worth, Texas

kriyahotels24 — Thu, 08 Aug 2024 14:26:19 +0000

Kriya Hotels and Icon Lodging have opened the brand new La Quinta Inn & Suites Fort Worth / Eastchase hotel located on Interstate 30 and Eastchase Blvd in East Fort Worth, TX. The new hotel offers modern decor and a mix of guest rooms and suites that afford all of the essentials today’s travelers expect in a “home away from home”. The convenient location allows guests to experience all of the excitement in Fort Worth and neighboring Arlington, TX.

For travelers looking for some excitement, adventure awaits at Six Flags Over Texas and Hurricane Harbor, both less than five miles away. Sports Enthusiasts will love the convenience of AT&T Stadium, home of the Dallas Cowboys and Rangers Ballpark in Arlington, home of the Texas Rangers.

For travelers looking to escape the fast-paced hustle and bustle of the city and enjoy all that is quintessentially Texas, the new hotel is only minutes from Fort Worth’s Historic Stockyards and new Sundance Square. Guests can experience real American Cowboys in action as they herd longhorn steer down Exchange Avenue, enjoy the action of a live rodeo, shop for your own piece of western flair, scoot a boot and dine in style. This area is full of western history, shopping galore and lots of entertainment for the entire family.

The new La Quinta hotel will also cater to the corporate business traveler, the road warrior and vacationing families alike offering spacious, warm, elegantly furnished guest rooms and suites which exude design, style and comfort. Guests will appreciate the Simmons BeautyRest mattresses, 37” flat panel televisions with high-definition premium programming, microwave and refrigerator, coffee maker and hair dryers offered as a standard features. Staying “connected” is easy with complimentary blazing-fast wireless connectivity throughout the hotel to meet the needs of today’s traveler and mobile lifestyle. No need to take a break from you daily fitness regime, a full body workout is a breeze in our expanded onsite exercise facility and outdoor swimming pool.

The hotel General Manager, Charlotte Faught, ensures that a warm welcome will await guest’ arrival and a comfortable night’s sleep is guaranteed. She encourages guests to wake up to a complimentary BrightSide Breakfast to start their day and a “Y’all come back now, ya hear!” to send guests on your way.