Dimension Hospitality’s story is one of understanding and optimizing the union of people and profitability. The hotel management company is built on the belief that culture, when nurtured with care and responsibility, becomes the most valuable asset of all.
For more than five decades, this principle has guided Dimension Hospitality’s growth, and the methods used to manage and sustain its hotel partnerships. It’s reflected in how it recruits and retains associates—valuing character as much as skill—and then assigns them to clients’ properties where they are empowered to think and act like owners. That sense of ownership drives them to go above and beyond to find creative ways to delight guests and strengthen the hotels they serve. At Dimension, excellent service begins with sincerity, not instruction.
“Accountability and autonomy work in balance, enabling our associates to set their own standard of guest experience, as the need arises,” says Joe Viglietta, COO. “The result is a culture where performance happens naturally, through people enabled to deliver excellence every day.”
A people-centered foundation is why hotel owners maintain longstanding partnerships with Dimension. The trust that develops lasts longer than any contract, and growth follows naturally. In 2025, six major hotel brands joined an already broad portfolio spanning nearly 80 properties across 15 states, including notable industry names like Hilton, Marriott, Hyatt and IHG. Following the Lodging Conference 2025 held in Arizona in October, nine more properties came aboard, their owners connecting with Dimension’s goal of stewardship. Several are new builds in California, with additional new properties scheduled to open by next year’s third quarter.
For Dimension Hospitality, each new partnership represents more than expansion. It is proof that genuine hospitality, led by empowered people, continues to create measurable value for owners, associates and guests.
Where Great People Make Great Hotels
Ensuring consistent, grade A service comes from Dimension’s recognition programs that celebrate initiative and inspire excellence in associates, guided by its mantra of ‘being better today than we were yesterday.’
Decisions are never one-dimensional. Every initiative, whether a renovation plan, staffing model or technology partnership, is weighed for its impact on all five stakeholder groups—guests, team members, owners, brands and community.
Another key initiative is the Artisans of Legendary Service program, which celebrates moments of above-and-beyond hospitality. Each week, hotels nominate team members who deliver something extraordinary; something that can’t be taught or scripted, but that leaves a lasting impression on guests. Nominations are reviewed by Dimension’s board of service professionals, who select weekly winners. Each recipient earns a certificate and a pin they wear with pride. One is chosen monthly for higher recognition and reward.
Every positive review or note of praise a hotel receives is traced back to the associate who made that moment happen. They’re personally thanked, with a handwritten message and often with a small reward.
This simple idea of recognizing genuine acts of care has made a visible impact. It has strengthened morale, raised brand service scores above 4.3, and lifted online reputation across the portfolio. More importantly, it reminds every associate that good service never goes unnoticed.
Data-Based Insights Driving Operational Excellence
Dimension’s investment in platforms such as Actabl, Lighthouse and TravelClick’s Agency 360 and Demand 360 gives associates more precise data and stronger visibility into guest behavior. These tools help teams adjust quickly, make smarter decisions and improve results across every property.
“Too often, operators invest in digital tools that end up sitting idle,” says Viglietta. “Our approach is different. We integrate technology that is always aimed at supporting our team members, not replacing them.”
The impact is evident in everyday operations. Actabl, for instance, unifies budgeting, forecasting and capital planning into a single platform, giving managers real-time insight to address issues before they escalate. What once required days of back-and-forth now happens instantly, providing both managers and owners a live view of each hotel’s performance.
The same clarity extends to staffing. Actabl’s Hotel Effectiveness manages labor, often a hotel’s largest controllable expense. The platform aligns staffing levels with occupancy forecasts, helping managers optimize allocations while giving associates advance visibility into schedules. The result is a smoother experience for guests and improved operations for employees. Last-minute adjustments are replaced by proactive planning.
“If everyone is using the same playbook to read the market,” says Tatum Kane, senior VP of sales and marketing, “we ask what we can do differently.”
For her, creativity means finding smarter ways to anticipate demand. Sales and marketing tools such as Lighthouse are used to produce competitive rate intelligence that properties can use to position themselves for success. Dimension also relies on Agency360 and Demand360 to deliver visibility into market pace and performance across various booking windows, including two weeks, eight weeks, 13 weeks, three months and six months ahead. Foresight enables teams to identify where to focus their energy, while Agency360’s corporate booking data generates valuable leads for sales teams across each market.
AI-driven insights extend that foresight by revealing how travelers and buyers actually search, book and engage online. By understanding how AI scans and surfaces content, Dimension refines its SEO messaging to align with the evolving language of digital discovery. Same intelligence shapes revenue and pricing strategy, too. During the annual pricing season, revenue teams blend AI analytics with long-standing partner knowledge to fine-tune rates and forecasts, allowing sales teams to concentrate on building relationships and securing new business while data manages the precision work behind the scenes.
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Accountability and autonomy work in balance, enabling our associates to set their own standard of guest experience, as the need arises. The result is a culture where performance happens naturally, through people enabled to deliver excellence every day.
AI also strengthens national sales by pinpointing growth markets and matching opportunities with the right partners. In one instance, a national salesperson converted a single meeting with a global healthcare client into five property contracts; a clear example of what happens when data and discernment work in concert.
Managing Hotels Like Its Own
The late founder, Sam Friedman, built Dimension on a foundation of trust and family values. Deals were often made over shared meals, where owners spoke openly about their hopes for their hotels. Those moments set the tone for a shared purpose, because when an ownership group chooses Dimension, they’re not just hiring a management company; they’re entrusting years of hard work and capital to people who treat it as their own. They feel like family.
“It’s not my money, but we act like it is,” became a conviction that continues to guide every associate. It means decisions are never one-dimensional. Every initiative, whether a staffing model or technology partnership, is weighed for its impact on all five stakeholder groups—guests, team members, owners, brands and community.
The principle is carried forward by Jeff Shockley, EVP of business development, who leads ownership groups through every stage of transition, from brand alignment and credit systems to merchant setup and operational readiness. His goal is to replace uncertainty with confidence at every step.
“When I meet with Jeff and new ownership groups, I see him bringing a level of authenticity that owners feel right away,” says Viglietta. “He speaks their language, anticipates concerns and builds confidence through clarity, not empty promises.”
That level of engagement keeps trust tangible, and trust has become the currency that fuels referrals across the hotel ownership community.
A recent example tells the story best. A long-time ownership partner introduced Dimension to a group that owns over 30 hotels and was seeking a new management company. Over the course of six months, the two teams worked side by side, reviewing finances, analyzing performance and testing alignment in strategy and values. By mid-July 2025, the partnership became official with the handover of two hotels, followed by a third that month.
Innovation Rooted in Responsibility
Each new handover of the keys gives Dimension another opportunity to reinvest in performance.
Technology is currently the priority. After several years of steady digital integration, the next chapter is being shaped around two priorities. The first is a more advanced learning management system to expand internal training and development—a move that builds consistency and keeps career paths clear. The second involves collaboration with GPO partners to achieve what the team calls “guaranteed food cost,” pairing live inventory evaluations with dynamic menu pricing to work in tandem, reducing waste while giving owners sharper control over costs.
As Dimension’s portfolio grows, so does its leadership bench. Recent additions include a new VP of operations in Nashville, a senior regional director in Memphis and two regional sales directors, each helping expand the company’s reach and responsiveness.
Progress at Dimension has always been a team effort. Every new partnership is built on the belief in doing what’s right.
In an industry where numbers often define business, Dimension Hospitality measures success in moments; the experiences guests remember, the confidence teams carry and the trust owners feel knowing their vision is being handled with care.
In its world, victory has meaning only when shared, as Viglietta puts it, “nobody wins unless everybody wins.”
Company : Dimension Hospitality
ManagementTatum Kane, SVP of Sales & Marketing, Greg Friedman, CEO, Jeff Shockley, EVP of Business Development, Mark Aftanski, SVP of Operations, Ron Wichowski, SVP of Food & Beverage and Operations, Joe Viglietta, COO
