The hotel is the asset.
Manage it like one.
Proven revenue execution. Disciplined control of the costs and risks that shape owner returns. Led by Ron Oh, an operator who also sits on the capital side of the table.
Led personally by Ron Oh, PresidentFormer Chair, Washington Hospitality Association. Board Vice Chair, UniBank.
Gross room revenue at OHK's current hotel, March–September 2026 vs. 2025
First-year annual revenue gain, Holiday Inn Express North Seattle
A year in water and sewer savings from a no-cost city fixture program
Added depreciation from a cost segregation study Ron led*
Hotels rarely lose value in one bad year. They lose it a line item at a time.
Occupancy can look healthy while the asset quietly erodes. These are the leaks we look for first.
Rates set by habit
Rack rates and group contracts that have not been tested against the competitive set in months.
Empty rooms nobody chases
One booking channel, no referral network, and no long-stay or group pipeline.
A leadership gap on property
GM turnover, thin training and no weekly plan, so the same problems repeat.
Costs nobody questions
Vendor contracts on autopilot and public programs left unclaimed.
Reporting that explains nothing
Numbers arrive late, with no view of what changes next month or who is responsible.
Owner. OHK. GM. One line of accountability.
You set the objectives and approve budget and capital. OHK holds independent operating authority. Your GM runs the property on a written plan every week.
Owner
Sets objectives, approves budget and capital, receives reporting.
OHK
Revenue strategy and pricing, budget and marketing, GM hiring and supervision, vendor contracts.
General Manager
Daily operations, team and service, executes the weekly plan.
Owner and OHK. Approvals go down; KPI and P&L reporting comes up.
OHK and GM. The weekly action plan and coaching go down; results, staffing and guest scores come up.
What OHK manages
Revenue strategy and pricingSales, RFPs and group businessBudget and marketing spendGM hiring, supervision and coachingVendor contractsReputation and brand standardsProperty condition and capital projectsOwner reporting
Use the operating scope that fits the ownership problem.
OHK can step in as the full manager or work around a defined transition, turnaround or owner-side operating need.
Every empty room has a buyer. We find it.
Rate is one lever. OHK works six, and shifts the mix as the market moves.
OHK today. Gross room revenue grew from $1,309,000 to $1,421,000 at OHK's current full-management hotel, a 72-room Choice-branded property in the Seattle area, for March 1–September 30, 2026 against the same dates in 2025.
Market and rate intelligence
Regular sessions with marketing specialists and constant comp-set tracking. Rates move in real time when the market does.
Hotel referral network
Relationships with nearby and related hotels, so their overflow and overbookings land in your empty rooms.
Long-stay and corporate housing
Listings and partner connections for corporate travelers on extended assignments, filling soft periods with longer stays.
Tour and group operators
Long-standing operator relationships built on service. Some operators have followed Ron from hotel to hotel.
AI search visibility
SEO and GEO work so the hotel surfaces in search results and AI-generated answers while guests are still deciding.
Public programs, lower costs
No-cost LED lighting and HVAC upgrades through Seattle City Light, and city water-fixture replacements. At Holiday Inn Express North Seattle, new city toilets use 63% less water per flush and cut water and sewer bills by $12,000 a year. Tankless water heaters and a switch to cold-water laundry cut gas costs by more than $8,000 a year, and the hotel earned an ENERGY STAR score of 87 out of 100 for the year ending January 2019, more efficient than 87% of similar buildings nationwide. Ron presented this work at a Seattle Public Utilities business workshop in 2017.
WeeklyComp-set and KPI review; written action plan with the GM
OngoingRate decisions made against the market
Each reporting cycleP&L review and owner reporting
Proof before promises.
Selected results from Ron Oh's roles before OHK Management.
Holiday Inn Express & Suites North Seattle · General Manager, 2006–2021
Ran the hotel with full operating authority, reporting to ownership twice a year. Took over amid deep tour-group discounts and unstable staffing; reset rack rates, renegotiated group terms and stabilized the team. Annual revenue rose 18.9% in his first year and grew from $2.2 million in 2005 to $3.9 million in 2016. In 2014 revenue rose 17%, and IHG recognized the hotel as a revenue management model in its announcements and conferences. He led a cost segregation study with KBKG that identified more than $900,000 in additional depreciation, and prepared the hotel for its sale to King County.
Five hotel renovations · project manager
Hampton Inn & Suites SeaTac (218 rooms; a five-month, approximately $3 million renovation, open to guests throughout), Hampton Inn & Suites Bremerton (208), Holiday Inn Express North Seattle (102), Garner Hotel Auburn (95) and Garner Hotel Liberty Lake (70).
S1 Hospitality · VP of Operations, 2023–2025
Oversaw five properties and their GMs, including operational preparation, training and management continuity through three brand conversions to Garner and Sleep Inn.
“I have worked with Ron Oh for years through the Washington Hospitality Association, including his term as Chair. He combines an operator’s discipline with an owner’s view of the business, and he develops the people around him.”
“Small changes and adjustments make the difference between true profit and loss.”Ron Oh
Ron Oh has led or overseen eight hotels over more than 25 years. His first general manager role was at a Ramada Inn in Eugene, Oregon, where he ran both the rooms and the restaurant. Since February 2026 he has led OHK's full-management assignment at a 72-room Choice-branded hotel in the Seattle area.
He built his reputation over fifteen years as general manager of Holiday Inn Express & Suites North Seattle, then served as Vice President of Operations at S1 Hospitality over a five-hotel portfolio. He sits on the capital side of the table too, so he reads a hotel the way its lender and its next buyer will. His rule: spend $10 wisely to earn $100. He develops leaders from within; one front-desk hire rose to general manager under his coaching.
Before the first call
What does OHK Management do?
OHK Management provides full hotel management for owners and investors: revenue strategy and pricing, sales and group business, budget and marketing, GM hiring and supervision, vendor contracts, property and capital projects, and owner reporting.
Who leads OHK Management?
Ron Oh, a hotel operator with more than 25 years of experience, 8 hotels led or overseen and 5 hotel renovations led. He is Board Vice Chair of UniBank, a former Chair of the Washington Hospitality Association and a past President of the Washington Korean Hotel Association.
How does OHK increase hotel revenue?
Through six levers: real-time pricing against the competitive set, a hotel-to-hotel referral network, long-stay and corporate housing, tour and group operators, AI search visibility (SEO and GEO), and public programs that lower operating cost.
What results has OHK delivered?
At its current full-management hotel, gross room revenue grew 8.6%, from $1,309,000 to $1,421,000, for March 1–September 30, 2026 against the same period in 2025.
What is cost segregation, and when does it make sense?
A cost segregation study is an engineering-based review that assigns each part of a hotel, from carpet and lighting to parking areas, its correct depreciation life, so more of the cost can be deducted sooner. It tends to pay off when owners expect to hold a profitable hotel for five years or more, and it is most efficient alongside a renovation, when costs are already being itemized. Ron led one at Holiday Inn Express North Seattle that identified more than $900,000 in additional depreciation. OHK does not give tax advice; we coordinate with your CPA and a cost segregation specialist.
Where does OHK operate?
OHK Management is based in Seattle, Washington. Ron Oh has led and overseen hotels across Washington and Oregon.
How do I start?
Book a confidential 15-minute owner conversation. No documents are needed. If you share your trailing-12-month P&L first, we will come with three likely profit leaks.
Request a confidential 15-minute owner conversation
Start with a call, no documents needed. Share your T-12 P&L if you like, and we will come with three likely profit leaks.