Ron Oh
A hotel operator for more than 25 years, from the front desk to portfolio leadership. Board Vice Chair of UniBank and former Chair of the Washington Hospitality Association.
“Small changes and adjustments make the difference between true profit and loss.”Ron Oh
Hotels led or overseen across property and portfolio roles
Rooms across 5 hotel renovations led as project manager
Closed hotel transactions as broker, seller and buyer
Hotel brand conversions overseen across a 5-hotel portfolio
Ron Oh has led or overseen 8 hotels over more than 25 years. His first general manager role was at a Ramada Inn in Eugene, Oregon, where rooms and the on-site restaurant operated under one P&L.
He built his reputation over 15 years at Holiday Inn Express & Suites North Seattle. After taking over amid deep tour-group discounting and staffing instability, annual revenue increased 18.9% in his first year. Revenue later grew from $2.2 million in 2005 to $3.9 million in 2016; in 2014, after a 17% revenue increase, IHG recognized the hotel as a revenue management model in its announcements and conferences.
From 2023 through 2025, Ron served as Vice President of Operations at S1 Hospitality, overseeing 5 hotels, their general managers and 3 brand conversions. In 2026 he moved into full hotel management through OHK Management, with independent operating authority over rates, budget and marketing spend, GM supervision and vendor contracts at a 72-room Choice-branded hotel in the Seattle area.
His perspective extends beyond daily hotel operations. Ron has led capital projects, participated in hotel transactions as broker, buyer and seller, served on banking and hospitality boards, and managed commercial property directly. He reads a hotel as both an operating business and an asset.
Over the years, owners facing a difficult purchase, setup or operating problem have often called Ron for advice, enough that many in the local hotel community know him as “Professor Oh.”
A career built across property operations, portfolios, projects and ownership decisions.
Ramada Inn · Eugene
General Manager with rooms and on-site restaurant under one P&L.
Holiday Inn Express North Seattle
15 years of hotel operations leadership. First-year annual revenue increased 18.9%; annual revenue later grew from $2.2M to $3.9M.
S1 Hospitality · VP Operations
Oversaw 5 hotels, their GMs and 3 brand conversions across a multi-property portfolio.
OHK Management · President
Full hotel management plus selected short-term operating, transition, setup and project work.
Operating results and capital experience.
Selected results from Ron's hotel operating and project record.
OHK full-management hotel · 2026
Gross room revenue grew from $1.309M to $1.421M for March 1–September 30, 2026 versus the same dates in 2025.
Holiday Inn Express North Seattle · first year
Annual revenue increased by $418,406 in Ron's first year with full operating authority.
5 hotel renovations
Includes a 5-month, approximately $3 million renovation of the 218-room Hampton Inn & Suites SeaTac while the hotel remained open to guests.
Additional depreciation identified
At Holiday Inn Express North Seattle, Ron led a cost segregation study with KBKG that identified more than $900,000 in additional depreciation for ownership. Results vary by property and owner; OHK does not provide tax advice.
Water and sewer savings
At Holiday Inn Express North Seattle, a no-cost city toilet replacement program reduced water use per flush by 63% and cut water and sewer bills by $12,000 a year.
Gas savings
Tankless water heaters combined with a switch to cold-water laundry reduced annual gas costs by more than $8,000.
Cost and capital results above are from Ron Oh's roles before OHK Management unless otherwise noted.
Operations viewed through the asset.
Ron has worked across renovation, repositioning, sale preparation, brokerage and ownership—not only daily hotel operations.
5 renovations · 693 rooms
Projects included operating hotels, renovation during brand conversions and large scopes completed while guests remained on property.
6 closed hotel transactions
3 brokered hotel sales, 2 sales as seller and 1 purchase as buyer.
Operating toward an exit
Prepared Holiday Inn Express North Seattle for its sale to King County and repaired and repositioned Quality Inn Bellevue ahead of its May 2024 sale, which he brokered.
Direct property operations
Managed and lightly renovated a small commercial building for about a year before operations were transferred to another investor.
Hospitality leadership beyond the property.
Ron's industry record spans hotel associations, banking governance, hospitality education and public-resource conservation work.
UniBank
Board director since 2017 and Board Vice Chair since 2021, adding a capital-side and governance perspective to Ron's operating background.
Washington Hospitality Association
Board director since the association's formation in 2016. Served as Chair from 2020–2022 and has continued board, membership and board-development work.
Washington Lodging Association
Served on the lodging association board until its merger into the Washington Hospitality Association.
Washington Korean Hotel Association
Vice President from 2014–2018, then President from 2018–2020.
Board and association roles are biographical and imply no endorsement or financing relationship.
Recognized by leaders who have worked with him.
“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.”
Spend $10 wisely to earn $100.
Ron’s operating style is built around revenue discipline, cost control, manager development and practical improvements that compound over time.
- Real-time rate and competitive-set review
- Hotel referral, corporate, long-stay and group demand channels
- Weekly action plans for property leadership
- P&L and KPI accountability
- Vendor, utility and operating-cost discipline
- Renovation, repositioning and transaction readiness
- AI-assisted search visibility as a demand-generation lever
- Developing managers who can run the property without constant owner intervention
Build the system so the hotel does not depend on one person.
Ron has recruited, hired, trained and mentored hotel managers using weekly action plans, KPI and P&L reviews, SOPs, checklists, guest-score accountability and owner communication. A front-desk and sales employee he developed was promoted to general manager.
His goal is not simply to solve today's operational problem. It is to leave behind a stronger operating rhythm, clearer accountability and leaders who can carry the property forward.
Choose the operating need.
Talk directly with the operator who would be involved.
Start with a confidential 15-minute owner conversation with Ron Oh.