Hotel management built around owner returns.
One line of accountability from your objectives to the front desk. OHK runs the decisions that shape revenue, cost, leadership and long-term asset value.
Set the objectives. Approve budget and capital. Get reporting you can act on.
Revenue strategy and pricing, GM hiring and supervision, budget and marketing, vendors and owner reporting.
Runs daily operations, the team and guest service on a written weekly plan.
Gross room revenue at OHK's current full-management hotel, Mar–Sep 2026 vs. 2025
Years of hotel operations and hospitality leadership
Hotels led or overseen across property and portfolio roles
Rooms across 5 hotel renovations led as project manager
A hotel can look busy and still leak owner returns.
OHK is built for owners who want active operating management, clear accountability and decisions tied back to the P&L—not a remote platform that only delivers reports.
- Ownership wants to step back from daily hotel operations
- Pricing or revenue performance is weaker than the market opportunity
- The GM needs stronger supervision, coaching or accountability
- Corporate, group, tour, referral or longer-stay demand is underdeveloped
- Vendor contracts, utilities or recurring costs are on autopilot
- The hotel is preparing for acquisition, renovation, repositioning or sale
- Owner reporting explains what happened but not what should happen next
One operating partner across the decisions that move the asset.
OHK's operating model is designed to keep ownership informed while giving the property a clear line of execution.
Market and rate intelligence
Comp-set tracking, real-time pricing and regular review of demand so rates move when the market moves.
Revenue from more than one channel
Corporate accounts, group business, hotel referral relationships, long-stay placements, tour operators and local outreach.
GM hiring, supervision and coaching
Weekly action plans, KPI and P&L review, staffing priorities, guest-score accountability, SOPs and leadership development.
Operating and capital discipline
Vendor review, utilities, staffing choices and available public efficiency programs are treated as owner-return decisions.
Condition, renovation and capital projects
Operating needs, guest impact, project sequencing and capital decisions stay connected instead of living in separate silos.
Decision-focused reporting
Ownership sees what changed, why it changed, what the team is doing next and which decisions require owner approval.
Hotel operations viewed through the asset.
Before OHK, Ron led operating and capital initiatives that included a cost segregation study with KBKG identifying more than $900,000 in additional depreciation, a city toilet program that cut water and sewer bills by $12,000 a year, and tankless heaters plus cold-water laundry that reduced gas costs by $8,000+ a year.
- ENERGY STAR score 87 of 100 for Holiday Inn Express North Seattle, year ending Jan. 31, 2019
- No-cost Seattle City Light LED and HVAC upgrades
- 5 hotel renovations · 693 rooms
- 3 hotel brand conversions overseen
- 6 closed hotel transactions
- Prepared Holiday Inn Express North Seattle for sale to King County
Ron Oh brings operating authority, industry leadership and owner-side perspective.
Ron has served as GM, portfolio VP, project manager, broker, investor and now President of OHK Management. He has led or overseen 8 hotels over 25+ years and developed managers through written action plans, KPI review, SOPs and direct coaching.
He is Board Vice Chair of UniBank, has served on the Washington Hospitality Association board since 2016 and was Chair from 2020–2022. He also served on the Washington Lodging Association board and as President of the Washington Korean Hotel Association.
“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.”
Need operating help without a full-management contract?
OHK also considers selected short-term hotel setup, ownership transition, stabilization, GM-support and project assignments. A defined engagement can stay short-term or become ongoing management if both sides decide that is the right fit.
Hotel management FAQ
What does OHK Management do?
OHK Management provides hands-on hotel management for owners and investors, including revenue strategy, pricing, sales, GM hiring and supervision, budget and marketing oversight, vendor management, capital projects, reputation and brand standards, and owner reporting.
Does OHK replace the hotel general manager?
Usually, no. The GM runs daily property operations. OHK sets operating priorities, supervises and coaches the GM, reviews KPIs and P&L performance, and connects property execution to ownership objectives.
Can OHK help an underperforming hotel?
Yes. OHK can review pricing, demand channels, staffing, leadership routines, vendor costs, guest-service trends and reporting discipline to identify where performance is being lost and what should change.
Does OHK provide short-term hotel management or project support?
Yes. In addition to full management, OHK considers selected short-term assignments involving new-owner setup, ownership transitions, stabilization, GM support, brand conversions and defined operating projects.
Can OHK help after I purchase a hotel?
Yes. OHK can help organize the first operating plan after acquisition, including rate and sales priorities, staffing and GM structure, vendor review, reporting routines and transition issues.
Can OHK oversee renovations while the hotel stays open?
Yes. Ron Oh has led 5 hotel renovations totaling 693 rooms, including a 5-month, approximately $3 million renovation of the 218-room Hampton Inn & Suites SeaTac while the hotel remained open.
Where does OHK Management operate?
OHK Management is based in Seattle, Washington. Ron Oh has operated and overseen hotels across Washington and Oregon. Specific assignments can be discussed directly with ownership.
Choose the engagement that fits the operating problem.
If your hotel needs stronger operating control, start with the facts.
Tell us where revenue, costs, leadership or execution concern you. If a deeper look makes sense, we can review the operating picture together.