Sunstone Hotel Investors (NYSE: SHO) details hotel portfolio risks
Sunstone Hotel Investors is a lodging-focused REIT owning 14 upper upscale and luxury hotels with 6,999 rooms across seven states and Washington, DC. Properties are concentrated in California, Florida, Hawaii and Washington, DC and are managed by third parties under long-term agreements.
The company pursues an active lifecycle strategy, buying, repositioning and selling hotels to recycle capital while maintaining moderate leverage. It operates through a taxable REIT subsidiary structure and highlights REIT-specific tax rules, including a higher 25% TRS asset limit beginning after 2025 under the One Big Beautiful Bill Act.
Key risks include intense hotel and alternative lodging competition, seasonality, exposure to economic cycles, inflation, climate and natural disasters, cyber threats, insurance availability, regulation, and geographic concentration. Sunstone emphasizes corporate responsibility, environmental initiatives, and human capital, noting 37 employees, with about 51% female and 41% from underrepresented groups.
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UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
FORM
ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
For the fiscal year ended
OR
TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
For the transition period from to
Commission file number
(Exact Name of Registrant as Specified in Its Charter)
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(State or Other Jurisdiction of | | (I.R.S. Employer |
Incorporation or Organization) | | Identification Number) |
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(Address of Principal Executive Offices) | | (Zip Code) |
Registrant’s telephone number, including area code: (
Securities registered pursuant to Section 12(b) of the Act:
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Title of Each Class | Trading Symbol(s) | Name of Each Exchange on Which Registered |
Securities registered pursuant to Section 12(g) of the Act: None
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act.
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes ◻
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days.
Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit such files).
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, a smaller reporting company, or an emerging growth company. See the definitions of “large accelerated filer,” “accelerated filer,” “smaller reporting company,” and “emerging growth company” in Rule 12b-2 of the Exchange Act.
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Large accelerated filer ⌧ | | Accelerated filer ◻ |
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Non-accelerated filer ◻ | | Smaller reporting company |
| | Emerging growth company |
If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. ◻
Indicate by check mark whether the registrant has filed a report on and attestation to its management’s assessment of the effectiveness of its internal control over financial reporting under Section 404(b) of the Sarbanes-Oxley Act (15 U.S.C. 7262(b)) by the registered public accounting firm that prepared or issued its audit report.
If securities are registered pursuant to Section 12(b) of the Act, indicate by check mark whether the financial statements of the registrant included in the filing reflect the correction of an error to previously issued financial statements.
Indicate by check mark whether any of those error corrections are restatements that required a recovery analysis of incentive-based compensation received by any of the registrant’s executive officers during the relevant recovery period pursuant to §240.10D-1(b). ◻
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). Yes
The aggregate market value of the voting stock held by non-affiliates of the registrant based upon the closing sale price of the registrant’s common stock on June 30, 2025 as reported on the New York Stock Exchange was approximately $
The number of shares of the registrant’s common stock outstanding as of February 20, 2026 was
Documents Incorporated by Reference
Part III of this Report incorporates by reference information from the definitive Proxy Statement for the registrant’s 2026 Annual Meeting of Stockholders.
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SUNSTONE HOTEL INVESTORS, INC.
ANNUAL REPORT ON
FORM 10-K
For the Year Ended December 31, 2025
TABLE OF CONTENTS
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PART I | | |
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Item 1 | Business | 3 |
Item 1A | Risk Factors | 10 |
Item 1B | Unresolved Staff Comments | 31 |
Item 1C | Cybersecurity | 31 |
Item 2 | Properties | 33 |
Item 3 | Legal Proceedings | 33 |
Item 4 | Mine Safety Disclosures | 33 |
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PART II | | |
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Item 5 | Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities | 33 |
Item 6 | Reserved | 35 |
Item 7 | Management’s Discussion and Analysis of Financial Condition and Results of Operations | 35 |
Item 7A | Quantitative and Qualitative Disclosures About Market Risk | 51 |
Item 8 | Financial Statements and Supplementary Data | 51 |
Item 9 | Changes in and Disagreements with Accountants on Accounting and Financial Disclosure | 51 |
Item 9A | Controls and Procedures | 51 |
Item 9B | Other Information | 54 |
Item 9C | Disclosure Regarding Foreign Jurisdictions that Prevent Inspections | 54 |
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PART III | | |
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Item 10 | Directors, Executive Officers and Corporate Governance | 54 |
Item 11 | Executive Compensation | 54 |
Item 12 | Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters | 54 |
Item 13 | Certain Relationships and Related Transactions, and Director Independence | 54 |
Item 14 | Principal Accountant Fees and Services | 55 |
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PART IV | | |
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Item 15 | Exhibits and Financial Statement Schedules | 55 |
Item 16 | Form 10-K Summary | 58 |
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SIGNATURES | 59 | |
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PART I
The “Company,” “we,” “our,” and “us” refer to Sunstone Hotel Investors, Inc., a Maryland corporation, and one or more of our subsidiaries, including Sunstone Hotel Partnership, LLC, or the Operating Partnership, and Sunstone Hotel TRS Lessee, Inc., or the TRS Lessee, and, as the context may require, Sunstone Hotel Investors only or the Operating Partnership only.
SPECIAL NOTE REGARDING FORWARD-LOOKING STATEMENTS
This report, together with other statements and information publicly disseminated by the Company, contains certain forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Exchange Act. The Company intends such forward-looking statements to be covered by the safe-harbor provisions for forward-looking statements contained in the Private Securities Litigation Reform Act of 1995, and includes this statement for purposes of complying with these safe-harbor provisions. Forward-looking statements, which are based on certain assumptions and describe the Company’s future plans, strategies, and expectations, are generally identifiable by use of the words “anticipate,” “believe,” “estimate,” “expect,” “intend,” “project,” or similar expressions. You should not rely on forward-looking statements because they involve known and unknown risks, uncertainties, and other factors that are, in some cases, beyond the Company’s control, and which could materially affect actual results, performances, or achievements. Factors that may cause actual events to differ materially from the expectations expressed or implied by any forward-looking statement include, but are not limited to the risk factors discussed in this Annual Report on Form 10-K. Accordingly, there is no assurance that the Company’s expectations will be realized. Except as otherwise required by federal securities laws, the Company disclaims any obligations or undertaking to publicly release any updates or revisions to any forward-looking statement contained herein (or elsewhere) to reflect any change in the Company’s expectations with regard thereto or any change in events, conditions or circumstances on which any such statement is based.
Item 1. | Business |
Our Company
We were incorporated in Maryland on June 28, 2004. We are a real estate investment trust (“REIT”), under the Internal Revenue Code of 1986, as amended (the “Code”). As of December 31, 2025, we owned 14 hotels, comprised of 6,999 rooms, located in 7 states and in Washington, DC. Our portfolio consists of upper upscale and luxury hotels located in convention, urban, and resort destinations. All of our hotels are operated under nationally recognized brands, except the Oceans Edge Resort & Marina, which operates independently.
We own hotels in convention, urban, and resort destinations that benefit from significant barriers to entry by competitors and diverse economic drivers. Our mission is to be the premier stewards of capital in the lodging industry, providing superior returns to our stockholders by investing in hotels where we can add value through capital investment, hotel repositioning, and asset management. In addition, we seek to capitalize on our portfolio’s embedded value and balance sheet strength to actively recycle past investments into new growth and value creation opportunities in order to deliver strong stockholder returns and superior per share net asset value growth.
Our hotels are operated by third-party managers under long-term management agreements with the TRS Lessee or its subsidiaries. As of December 31, 2025, our third-party managers included: subsidiaries of Marriott International, Inc. or Marriott Hotel Services, Inc. (collectively, “Marriott”), managers of six of our hotels; Hyatt Hotels Corporation (“Hyatt”), manager of three of our hotels; and Four Seasons Hotels Limited (“Four Seasons”), Hilton Worldwide Holdings Inc. (“Hilton”), Montage North America, LLC (“Montage”), Sage Hospitality Group (“Sage”) and Singh Hospitality, LLC (“Singh”) (aka EOS Hospitality), each a manager of one of the Company’s hotels.
Competitive Strengths
We believe the following competitive strengths distinguish us from other owners of lodging properties:
| ● | High Quality Portfolio of Well-Located Hotels and Resorts. We believe that we will create lasting stockholder value through the active ownership of high quality real estate with a balance of convention, urban, and resort assets. Our hotels and resorts are located in highly desirable markets and possess unique attributes that are difficult to replicate. We believe that through active asset management and focused capital investment we are able to enhance the value of our real estate, allowing us to recycle our investments into new growth opportunities. |
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| ● | Significant Liquidity Position. As of December 31, 2025, we had total cash of $185.7 million, including $76.5 million of restricted cash, and access to our undrawn $500.0 million credit facility. We believe our current liquidity will enable us to fund our day-to-day business needs without needing to raise additional capital through equity or debt issuances. |
| ● | Flexible Capital Structure. We believe our capital structure provides us with financial flexibility to execute our strategy. We maintain a manageable debt maturity profile and seek to employ a mix of fixed and variable rate debt to achieve a competitive blended cost of financing, and we utilize interest rate derivatives to help manage interest rate risk. Based on the variable rates at December 31, 2025 and including the effect of our interest rate swap derivatives, the weighted average interest rate on our total debt was 5.0%. As of December 31, 2025, we also have an undrawn $500.0 million credit facility. In addition to debt, we also selectively utilize preferred equity to finance our operations, which provides additional flexibility in our capital structure. For more information on our capital structure, see Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations. |
| ● | Appropriate Leverage. We maintain an appropriately levered balance sheet which provides for significant capital allocation flexibility. We believe that by maintaining appropriate debt levels, staggering maturity dates and maintaining a highly flexible structure, we will have lower capital costs than more highly leveraged companies, or companies with limited flexibility due to restrictive covenants. Our appropriate use of leverage in our capital structure not only minimizes the risk of potential value destructive consequences in periods of economic recession, but also provides us with significant optionality to create stockholder value through all phases of the operating cycle. |
| ● | Strong Access to Capital. As a publicly traded REIT, over the long-term, we may benefit from greater access to a variety of forms of capital as compared to non-public investment vehicles. In addition, over the long-term, we may benefit from a lower cost of capital as compared to non-public investment vehicles as a result of our investment liquidity, balance sheet optionality, professional management, and portfolio diversification. |
| ● | Seasoned Management Team. Each of our core disciplines, including asset management, investments, and corporate administration, are overseen by industry leaders with demonstrated track records. |
Asset Management. Our asset management team is responsible for maximizing the long-term value of our real estate investments by achieving above average revenue and profit performance through proactive oversight of hotel operations. Our asset management team works with our third-party managers to drive property-level innovation and benchmark best practices. We work with our operators to develop hotel-level business plans, which include positioning and capital investment plans. We believe that a proactive asset management program can help grow the revenues of our hotel portfolio and maximize operational and environmental efficiency by leveraging best practices and innovations across our hotels, and by initiating well-timed and focused capital improvements to enhance the value of our hotels.
Investments. Our investments team is responsible for enhancing our portfolio quality and scale by executing well-timed acquisitions and dispositions that generate attractive risk-adjusted returns on our investments. We also focus on disciplined capital recycling and may opportunistically sell hotels that we believe have reached the end of their investment lifecycle, no longer fit our stated strategy, are unlikely to offer long-term returns in excess of our cost of capital, will achieve a sale price in excess of our internal valuation, or that have high risk relative to their anticipated returns. We believe that our significant acquisition and disposition experience will allow us to continue to execute our strategy to recycle and redeploy capital from slower growth assets to hotels and resorts with higher long-term growth rates.
Corporate Administration. We have a highly experienced team of finance, capital markets, and legal professionals who are responsible for maximizing our financial flexibility by proactively managing our capital structure, opportunistically sourcing capital for growth, and overseeing and supporting all company-wide legal matters.
Business Strategy
As demand for lodging generally fluctuates with the overall economy, we seek to own well-located hotel and resort real estate that will maintain a high appeal with lodging travelers over long periods of time and will generate superior economic earnings materially in excess of recurring capital requirements. We employ an active approach to hotel investment that maximizes our ability to create value during our period of ownership and opportunistically dispose of the hotel to harvest gains, realize that value, and then seek to redeploy the proceeds into new growth opportunities. Our goal is to maintain appropriate leverage and financial flexibility to position the Company to create value throughout all phases of the operating and financial cycles.
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Competition
The hotel industry is highly competitive. Our hotels compete with other hotels and alternative lodging options for guests in each of their markets. Competitive advantage is based on a number of factors, including location, price, physical attributes, service levels, brand affiliation, and reputation. Competition is often specific to the individual markets in which our hotels are located and includes competition from existing and new hotels operated under brands in the luxury, upper upscale, and upscale segments and competition from timeshare, vacation rentals, or sharing services. Increased competition could harm our occupancy or revenues or may lead our operators to increase service or amenity levels, which may reduce the profitability of our hotels.
We believe that competition for the acquisition of hotels is widespread. We face competition from institutional pension funds, sovereign wealth funds, private equity investors, high net worth individuals, other REITs, and numerous local, regional, national, and international owners. Some of these entities may have substantially greater financial resources than we do and may be able and willing to accept more risk than we believe we can prudently manage. During times when we seek to acquire hotels, competition among potential buyers may increase the bargaining power of potential sellers, which may reduce the number of suitable investment opportunities available to us or increase pricing. Similarly, during times when we seek to sell hotels, competition from other sellers may increase the bargaining power of the potential property buyers.
Seasonality and Volatility
As is typical of the lodging industry, we experience seasonality in our business. Demand at certain of our hotels is affected by seasonal business patterns that can cause quarterly fluctuations in our revenues. Revenue distribution in the first, second, third, and fourth quarters of 2025 at the same 11 hotels we owned in both 2025 and 2024 (the “Comparable Portfolio”), excluding The Confidante Miami Beach and Renaissance Long Beach due to their significant renovations as they transitioned to Andaz Miami Beach and Marriott Long Beach Downtown, was 24.4%, 27.4%, 24.4%, and 23.8%, respectively. The Comparable Portfolio’s revenue distribution in the first, second, third, and fourth quarters of 2024 was 24.9%, 27.5%, 24.8%, and 22.8%, respectively.
Quarterly revenue also may be adversely affected by renovations and repositionings, our managers’ effectiveness in generating business and by events beyond our control, such as economic and business conditions, including a U.S. recession or increased inflation, trade conflicts and tariffs, changes impacting global travel, regional or global economic slowdowns, any flu or disease-related outbreak that impacts travel or the ability to travel, weather patterns, the adverse effects of climate change, the threat of terrorism, terrorist events, civil unrest, government shutdowns, events that reduce the capacity or availability of air travel, increased competition from other hotels in our markets, new hotel supply or alternative lodging options, and unexpected changes in commercial and leisure travel.
Management Agreements
All of our hotels are managed by third parties under management agreements with the TRS Lessee or its subsidiaries. Descriptions of our third-party management agreements are included in Item 1. Business in our 2024, 2022, 2021, and 2020 Annual Reports on Form 10-K.
All of our management agreements require the manager to furnish chain services that are generally made available to other hotels managed by that operator. Costs for these chain services are reimbursed by us. Such services include: the development and operation of computer systems and reservation services; management and administrative services; marketing and sales services; human resources training services; and such additional services as may from time to time be more efficiently performed on a national, regional, or group level.
Franchise Agreement
As of December 31, 2025, one of our hotels, The Bidwell Marriott Portland, operated subject to a franchise agreement. Under a franchise agreement, franchisors provide a variety of benefits to franchisees, including nationally recognized brands, centralized reservation systems, national advertising, marketing programs and publicity designed to increase brand awareness, training of personnel and maintenance of operational quality at hotels across the brand system. In June 2025, we entered into a one-year extension agreement with Marriott to extend the franchise agreement for The Bidwell Marriott Portland until October 2026.
The franchise agreement specifies management, operational, record-keeping, accounting, reporting, and marketing standards and procedures with which our subsidiary, as the franchisee, must comply. The franchise agreement obligates the subsidiary to comply with the franchisor’s brand standards and requirements with respect to training of operational personnel, safety, insurance coverages, services, and products ancillary to guest room services, display of signage and the type, quality and age of furniture, fixtures, and equipment (“FF&E”) included in guest rooms, lobbies, and other common areas.
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The franchise agreement also provides for termination at the franchisor’s option upon the occurrence of certain events, including failure to pay royalties and fees, failure to perform other obligations under the franchise license, bankruptcy, abandonment of the franchise or a change in control. The subsidiary that is the franchisee is responsible for making all payments under the franchise agreements to the franchisors; however, the Company guaranties certain obligations under the franchise agreement.
Tax Status
We have elected to be taxed as a REIT under Sections 856 through 859 of the Code, commencing with our taxable year ended December 31, 2004. Under current federal income tax laws, we are required to distribute at least 90% of our REIT taxable income to our stockholders each year in order to satisfy the REIT distribution requirement. While REITs enjoy certain tax benefits relative to C corporations, as a REIT we may still be subject to certain federal, state and local taxes on our income and property. We may also be subject to federal income and excise tax on our undistributed income.
Taxable REIT Subsidiary
Subject to certain limitations, a REIT is permitted to own, directly or indirectly, up to 100% of the stock of a taxable REIT subsidiary, or TRS. A TRS is a fully taxable corporation that may earn income that would not be qualifying income if earned directly by us. A TRS may perform activities such as development, and other independent business activities that may be prohibited to a REIT. A hotel REIT is permitted to own a TRS that leases hotels from the REIT, rather than requiring the lessee to be an unaffiliated third party, provided certain conditions are satisfied. However, a hotel leased to a TRS still must be managed by an unaffiliated third party in the business of managing hotels because a TRS may not directly or indirectly operate or manage any hotels or provide rights to any brand name under which any hotel is operated. The TRS provisions are complex and impose certain conditions on the use of TRSs to assure that TRSs are subject to an appropriate level of federal corporate taxation.
We and the TRS Lessee have made a joint election with the Internal Revenue Service (“IRS”) for the TRS Lessee to be treated as a TRS. A corporation of which a qualifying TRS owns, directly or indirectly, more than 35% of the voting power or value of the corporation’s stock will automatically be treated as a TRS. Overall, no more than 20% of the value of our assets may consist of securities of one or more TRS, and no more than 25% of the value of our assets may consist of the securities of TRSs and other assets that are not qualifying assets for purposes of the 75% asset test. The 75% asset test generally requires that at least 75% of the value of our total assets be represented by real estate assets, cash or government securities.
In July 2025, the One Big Beautiful Bill Act (the “OBBBA”) was enacted into law, which included certain modifications to U.S. tax law, including certain provisions that affect the taxation of REITs. The OBBBA increased the percentage limit under the REIT asset test applicable to TRSs (the permissible value of TRS securities that a REIT may hold) from 20% to 25% of the value of the REIT’s total assets for taxable years beginning after December 31, 2025.
The rent that we receive from a TRS attributable to leases of “qualified lodging facilities” qualifies as “rents from real property” as long as the property is operated on behalf of the TRS by a person who qualifies as an “independent contractor” and who is, or is related to a person who is, actively engaged in the trade or business of operating “qualified lodging facilities” for any person unrelated to us and the TRS (an “eligible independent contractor”). A “qualified lodging facility” is a hotel, motel, or other establishment in which more than one-half of the dwelling units are used on a transient basis. A “qualified lodging facility” does not include any facility where wagering activities are conducted. A “qualified lodging facility” includes customary amenities and facilities operated as part of, or associated with, the lodging facility as long as such amenities and facilities are customary for other properties of a comparable size and class owned by other unrelated owners.
We have formed the TRS Lessee as a wholly owned TRS. We lease each of our hotels to the TRS Lessee or one of its subsidiaries. These leases provide for a base rent plus variable rent based on occupied rooms and departmental gross revenues. These leases must contain economic terms which are similar to a lease between unrelated parties. If they do not, the IRS could impose a 100% excise tax on certain transactions between the TRS Lessee and us or our tenants that are not conducted on an arm’s-length basis. We believe that all transactions between us and the TRS Lessee are conducted on an arm’s-length basis.
The TRS Lessee has engaged eligible independent contractors to manage the hotels it leases from the Operating Partnership.
Ground, Office, and Airspace Lease Agreements
At December 31, 2025, the Hilton San Diego Bayfront was subject to a ground lease with an unaffiliated party, and the JW Marriott New Orleans was subject to an airspace lease that applies only to certain balcony space that is not integral to the hotel’s operations. In addition, as of December 31, 2025, we were obligated under an office lease with an unaffiliated party for our former
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corporate headquarters in Irvine, California, which we sublease to an unaffiliated party. As of December 31, 2025, the remaining terms of these ground, office, and airspace leases range from approximately 3 to 46 years. The leases generally require us to make rental payments and payments for all or portions of costs and expenses, including real and personal property taxes, insurance, and utilities associated with the leased property.
Any proposed sale of a hotel that is subject to a ground or airspace lease or any proposed assignment of our leasehold interest as lessee under the ground or airspace lease may require the consent of the applicable lessor. As a result, in the future, we may not be able to sell, assign, transfer or convey our lessee’s interest in a hotel subject to our remaining ground or airspace leases absent consent of such third parties even if such transactions may be in the best interest of our stockholders.
Corporate Office
Our headquarters are located at 15 Enterprise, Suite 200, Aliso Viejo, California 92656 under a lease with an unaffiliated party that terminates on April 30, 2029.
Human Capital Resources
As of December 31, 2025, we had 37 employees. None of our employees are represented by a labor union or covered by a collective bargaining agreement. All persons employed in the day-to-day operations of the hotels are employees of the management companies engaged by the TRS Lessee or its subsidiaries to operate such hotels.
Our employees are vital to the success of our Company. We place a very high emphasis on maintaining positive relations with all of our employees and strive to create an inspiring and inclusive work environment where our employees feel motivated and empowered to produce exceptional results for the Company. Our human capital resource objectives include, as applicable, identifying, recruiting, retaining, and incentivizing our employees. To attract and retain top talent, we have designed our compensation and benefits programs to provide a balanced and effective reward structure, including:
| ● | Subsidized medical, dental, and vision insurance; |
| ● | Life and disability insurance; |
| ● | Stock grant program; |
| ● | 401(k) savings and retirement plan with Company contribution for all eligible employees; |
| ● | Hybrid work schedule; |
| ● | Pet insurance; |
| ● | Gym membership; and |
| ● | Discount on hotel rooms. |
We believe that our compensation and employee benefits are competitive and allow us to attract and retain skilled employees throughout our Company. We frequently benchmark our compensation and benefits package against those in both our industry and in similar disciplines.
We are committed to maintaining a workplace culture that treats all employees fairly and with respect, promotes engagement, and provides equal opportunities for advancement based on merit. As of December 31, 2025, females constituted approximately 51% of our workforce, and ethnic, racial minorities, and other underrepresented communities constituted approximately 41% of our workforce. We intend to continue using a combination of targeted recruiting, talent development, and internal promotion strategies to ensure we have an engaged and well-rounded employee base across all roles and functions.
We strive to maintain an inclusive environment free from discrimination of any kind, including sexual or other discriminatory harassment. Our employees have multiple avenues available through which concerns or inappropriate behavior can be reported, including a confidential hotline. All concerns or reports of inappropriate behavior are promptly investigated with appropriate action taken to address such concerns or behavior.
Corporate Responsibility
We are committed to maintaining a Corporate Responsibility program, including initiatives aimed at enhancing our environmental sustainability, social responsibility, and corporate governance. We continuously seek opportunities to invest in initiatives intended to reduce energy, water, and waste impacts; enhance the overall environment and health, safety, and well-being of guests, hotel associates and our corporate employees; promote engagement and belonging; and improve the local communities in which we conduct business or own hotels. We take a comprehensive approach to our business and balance the best interests of all
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stakeholders, including the environment, our employees, our capital providers, the hotel associates, guests, and the communities in which we own hotels. As our board of directors recognizes the importance of an effective corporate responsibility strategy on our operations and returns, the board of directors has assigned the board’s Nominating and Corporate Governance Committee with overseeing the strategy, policies, and implementation of our Corporate Responsibility program.
As an owner of real estate, we are subject to the risks associated with the physical effects of climate change, which can include more frequent or severe storms, hurricanes, flooding, droughts, and wildfires, any of which could have a material adverse effect on our hotels. While we are not involved in the operation of our properties, we do control the capital invested in our hotels and have invested in initiatives aimed at reducing the levels of greenhouse gas emissions at our properties, such as LED lighting retrofits, solar power installations, variable frequency drives, and building system upgrades. Additionally, on an annual basis, we publish a Corporate Responsibility Report on our website, which includes disclosures on our environmental and social performance and information related to our carbon footprint and the emissions at our hotels. Our Corporate Responsibility Report also includes our energy, carbon, and water performance and our 2035 environmental sustainability targets. The Corporate Responsibility Report is prepared in accordance with relevant international standards and best practices, specifically the Sustainable Accounting Standards Board for the Real Estate Sector, the Task-Force for Climate-Related Financial Disclosures, and the Global Reporting Initiative Index.
Environmental Reviews
Environmental reviews have been conducted on all of our hotels. From time to time, we have commissioned environmental consultants to conduct Phase I environmental site assessments on certain of our properties. In some instances, these Phase I assessments relied on information prepared as part of prior environmental assessments. Phase I assessments are designed to evaluate the potential for environmental contamination of properties based generally upon site inspections, facility personnel interviews, historical information, and certain publicly available databases. Phase I assessments will not necessarily reveal the existence or extent of all environmental conditions, liabilities, or compliance concerns at the properties. In addition, material environmental conditions, liabilities, or compliance concerns may arise after the Phase I assessments are completed, or may arise in the future, and future laws, ordinances, or regulations may impose material additional environmental liabilities.
Under various federal, state, and local laws and regulations, an owner or operator of real estate may be liable for the costs of removal or remediation of certain hazardous or toxic substances on the property. These laws often impose such liability without regard to whether the owner knew of, or was responsible for, the presence of hazardous or toxic substances. Furthermore, a person that arranges for the disposal or transports for disposal or treatment of a hazardous substance at another property may be liable for the costs of removal or remediation of hazardous substances released into the environment at that property. The costs of remediation or removal of such substances may be substantial, and the presence of such substances, or the failure to promptly remediate such substances, may adversely affect the owner’s ability to sell such real estate or to borrow using such real estate as collateral. In connection with the ownership and operation of our properties, we or the TRS Lessee, as the case may be, may be potentially liable for such costs. Although we have tried to mitigate environmental risk through insurance, this insurance may not cover all or any of the environmental risks we encounter.
We have provided customary unsecured indemnities to certain lenders and buyers of our properties, including in particular, environmental indemnities. We have performed due diligence on the potential environmental risks, including obtaining an independent environmental review from outside environmental consultants. These indemnities obligate us to reimburse the indemnified parties for damages related to environmental matters. There is generally no term or damage limitation on these indemnities; however, if an environmental matter arises, we could have recourse against other previous owners or a claim against its environmental insurance policies.
ADA Regulation
Our properties must comply with various laws and regulations, including Title III of the Americans with Disabilities Act (“ADA”) to the extent that such properties are “public accommodations” as defined by the ADA. The ADA may require removal of structural barriers to access by persons with disabilities in certain public areas of our properties where such removal is readily achievable. We believe that our properties are in substantial compliance with the ADA; however, noncompliance with the ADA could result in capital expenditures, the imposition of fines or an award of damages to private litigants. The obligation to make readily accessible accommodations is ongoing, and we will continue to assess our properties and to make alterations as appropriate in this respect.
Inflation
Inflation affects our expenses, including, without limitation, by increasing costs such as wages, employee-related benefits, food costs, commodity costs, including those used to renovate or reposition our hotels, property taxes, property and liability insurance,
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utilities, and borrowing costs. We rely on our hotel operators to adjust room rates and pricing for hotel services to reflect the effects of inflation. However, previously contracted rates, competitive pressures or other factors may limit the ability of our operators to respond to inflation. As a result, our expenses may increase at higher rates than revenue and our expenses may not decrease if revenue decreases.
Securities Exchange Act Reports
Our internet address is www.sunstonehotels.com. Periodic and current Securities and Exchange Commission (“SEC”) reports and amendments to those reports, such as our annual proxy statement, our annual reports on Form 10-K, quarterly reports on Form 10-Q and current reports on Form 8-K, are available, free of charge, through links displayed on our website as soon as reasonably practicable after we file such material with, or furnish it to, the SEC. In addition, the SEC maintains a website that contains these reports at www.sec.gov. We may also use our website as a distribution channel of material company information. Financial and other important information regarding the Company is routinely accessible through and posted on the “Investor Relations” page of our website. In addition, you may automatically receive email alerts and other information about the Company when you enroll your email address by visiting the “Investor Relations” page of our website. Our website and the SEC website and the information on our and the SEC’s websites are not a part of this Annual Report on Form 10-K.
Information about our Executive Officers
The following table sets forth certain information regarding the executive officers of the Company at December 31, 2025. All officers serve at the discretion of the board of directors subject to the terms of their respective employment agreements with the Company.
| | | | |
Name | | Age | | Position |
Bryan A. Giglia | | 49 | | Chief Executive Officer and Director |
Robert C. Springer | | 48 | | President and Chief Investment Officer |
Aaron R. Reyes | | 47 | | Executive Vice President and Chief Financial Officer |
David M. Klein | | 56 | | Executive Vice President and General Counsel |
The following is additional information with respect to the above-named officers.
Bryan A. Giglia is our Chief Executive Officer and a member of our board of directors. Mr. Giglia joined the Company in March 2004, and between 2004 and 2013, served in numerous financial roles, including Senior Vice President Corporate Finance, where he oversaw capital market transactions, corporate financial planning and analysis, and investor relations. In February 2013, Mr. Giglia was appointed Senior Vice President and Chief Financial Officer, and in February 2016 he was appointed Executive Vice President and Chief Financial Officer, a position he held until March 2022 when he was appointed Chief Executive Officer. Prior to joining Sunstone, Mr. Giglia served in a variety of accounting positions for Hilton Hotels Corporation. Mr. Giglia currently serves on the National Association of Real Estate Investment Trusts’ Advisory Board of Governors and on the Board of Directors of the American Hotel & Lodging Association. Mr. Giglia attended the Marshall School of Business at the University of Southern California, where he earned an M.B.A. degree. Mr. Giglia earned his B.S. degree in Business Administration from the University of Arizona.
Robert C. Springer is our President and Chief Investment Officer. Mr. Springer joined the Company in May 2011 as Senior Vice President Acquisitions, and in February 2013, he was appointed Senior Vice President and Chief Investment Officer, a position he held until February 2016 when he was appointed Executive Vice President and Chief Investment Officer. In March 2022, Mr. Springer was appointed President and Chief Investment Officer. Prior to joining Sunstone, Mr. Springer served as a Vice President in the Merchant Banking Division of Goldman, Sachs & Co. ("Goldman") and in the firm's principal lodging investing activity, which investments were primarily placed through the Whitehall Street Real Estate series of private equity funds, as well as the Goldman Sachs Real Estate Mezzanine Partners fund. Mr. Springer's involvement with these funds included all aspects of hotel equity and debt investing, as well as asset management of numerous lodging portfolios. Mr. Springer joined Goldman in February 2006. Prior to joining Goldman, Mr. Springer worked in both the feasibility and acquisitions groups at Host Hotels & Resorts from 2004 to 2006 and was integral to the closing of several large lodging deals. Mr. Springer started his career with PricewaterhouseCoopers, LLP in the Hospitality Consulting Group from 1999 to 2004. Mr. Springer holds a B.S. degree in Hotel Administration from Cornell University.
Aaron R. Reyes is our Executive Vice President and Chief Financial Officer. Mr. Reyes joined the Company in April 2016 as Vice President Corporate Finance. In February 2021, he was appointed Senior Vice President Corporate Finance and Treasurer, a position he held until March 2022 when he was appointed Senior Vice President and Chief Financial Officer. In February 2024, Mr. Reyes was appointed Executive Vice President and Chief Financial Officer. Prior to joining Sunstone, Mr. Reyes was in the real estate and lodging investment banking divisions at Morgan Stanley and Bank of America Merrill Lynch. Prior to his time in investment
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banking, he was a manager with Accenture, a global consulting firm. Mr. Reyes received an undergraduate degree in finance from Pepperdine University and an M.B.A. with an emphasis in real estate from the Anderson School at the University of California, Los Angeles.
David M. Klein is our Executive Vice President and General Counsel. Mr. Klein joined the Company in July 2016 as Senior Vice President and General Counsel, a position he held until February 2019 when he was appointed Executive Vice President and General Counsel. Prior to joining Sunstone, Mr. Klein was a Partner in the Hospitality & Leisure group of Dentons, LLP, one of the world’s largest law firms, where his practice focused solely on the hospitality and leisure industry. Prior to joining Dentons, Mr. Klein held the position of co-founding Principal, Chief Administrative Officer and General Counsel of NYLO Hotels and Advaya Hospitality. At NYLO, Mr. Klein spearheaded the company’s joint venture capitalization with Lehman Brothers, as well as multiple debt facilities for all company-owned hotel properties. He also led the structuring of the joint venture capitalization of Advaya with Auromatrix, a large private Indian conglomerate based in Chennai, India. Additionally, he oversaw all corporate and legal matters related to both companies’ ongoing franchise, management, development, financing, and corporate affairs. Prior to his roles with NYLO and Advaya, Mr. Klein was a partner in the Hospitality & Leisure group of Squire Sanders (Squire Patton Boggs). Mr. Klein received his J.D. degree from the Sandra Day O’Connor College of Law at Arizona State University and his B.A. degree from the University of California, Los Angeles.
Item 1A. | Risk Factors |
The statements in this section describe some of the material risks to our business and should be considered carefully in evaluating our business and the other information in this Form 10-K. In addition, these statements constitute our cautionary statements under the Private Securities Litigation Reform Act of 1995, as amended. The following is a summary of the material risks to our business, all of which are described in more detail below:
Risks Related to Our Business and Industry:
| ● | we own upper upscale and luxury hotels located in convention, urban, and resort destinations in an industry that is highly competitive; |
| ● | events beyond our control, including economic slowdowns or recessions, uncertainty surrounding certain international economic and political relationships, including political disputes, government shutdowns, and the imposition of tariffs, natural disasters, civil unrest, and terrorism may harm the operating performance of the hotel industry generally and the performance of our hotels; |
| ● | inflation may adversely affect our financial condition and results of operations; |
| ● | system security risks, data protection breaches, cyber-attacks, and systems integration issues could disrupt the information technology network and systems used by us, our suppliers, our third-party managers or our franchisors; |
| ● | a significant portion of our hotels are geographically concentrated and, accordingly, we could be disproportionately harmed by economic conditions, competition, new hotel supply, real and personal property tax rates, civil unrest, or natural disasters in these areas of the country; |
| ● | we face possible risks associated with the physical and transitional effects of climate change; |
| ● | uninsured or underinsured losses could harm our financial condition; |
| ● | the operating results of some of our hotels are significantly reliant upon group and transient business generated by large corporate customers, and the loss of such customers for any reason could harm our operating results; |
| ● | the increased use of virtual meetings and similar technologies could lessen the need for business-related travel and, therefore, demand for rooms in our hotels may be adversely affected; |
| ● | our hotels require ongoing capital investment and we may incur significant capital expenditures in connection with acquisitions, repositionings, and other improvements, some of which are mandated by applicable laws or regulations or agreements with third parties, and the costs of such renovations, repositionings, or improvements, including cost increases resulting from inflation or the implementation of international tariffs, and delays due to supply chain disruptions, may exceed our expectations or cause other problems; |
| ● | delays in the renovation or repositioning of hotel properties may have adverse effects on our results of operations and returns to our stockholders; |
| ● | accounting for the acquisition of a hotel property or other entity involves assumptions and estimations to determine fair value that could differ materially from the actual results achieved in future periods; |
| ● | volatility in the debt and equity markets may adversely affect our ability to acquire, renovate, refinance or sell our hotels; |
| ● | we may pursue joint venture investments that could be adversely affected by our lack of sole decision-making authority, our reliance on a co-venturer’s financial condition and disputes between us and our co-venturer; |
| ● | we may be subject to unknown or contingent liabilities related to recently sold or acquired hotels, as well as hotels we may sell or acquire in the future; |
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| ● | we may seek to acquire a portfolio of hotels or a company, which could present more risks to our business and financial results than the acquisition of a single hotel; |
| ● | the sale of a hotel or portfolio of hotels is typically subject to contingencies, risks and uncertainties, any of which may cause us to be unsuccessful in completing the disposition; |
| ● | the illiquidity of real estate investments and the lack of alternative uses of hotel properties could significantly limit our ability to respond to adverse changes in the performance of our hotels; |
| ● | we may originate loans secured by a hotel in connection with its disposition, which would expose us to risk of non-repayment or may cause us to incur significant costs to exercise our remedies under such loan if the borrower were to default on their obligations; |
| ● | one of our hotels is subject to a ground lease with an unaffiliated party, the termination of which by the lessor for any reason, including due to our default on the lease, could cause us to lose the ability to operate the hotel altogether and may adversely affect our results of operations; |
| ● | because we are a REIT, we depend on third parties to operate our hotels; |
| ● | we are subject to risks associated with our operators’ employment of hotel personnel; |
| ● | most of our hotels operate under a brand owned by Four Seasons, Hilton, Hyatt, Marriott, or Montage. Should any of these brands experience a negative event, or receive negative publicity, our operating results may be harmed; |
| ● | our brand managers and franchisors may adopt new policies or change existing policies, which could result in increased costs that could negatively impact our hotels; |
| ● | future adverse litigation judgments or settlements resulting from legal proceedings could have an adverse effect on our financial condition; |
| ● | claims by persons regarding our properties could affect the attractiveness of our hotels or cause us to incur additional expenses; |
| ● | the hotel business is seasonal and seasonal variations in business volume at our hotels will cause quarterly fluctuations in our revenue and operating results; |
| ● | changes in the debt and equity markets may adversely affect the value of our hotels; |
| ● | certain of our hotels have in the past become impaired and additional hotels may become impaired in the future; |
| ● | laws and governmental regulations may restrict the ways in which we use our hotel properties and increase the cost of compliance with such regulations. Noncompliance with such regulations could subject us to penalties, loss of value of our properties or civil damages; |
| ● | compliance with corporate responsibility initiatives and commitments, may impose additional costs and expose us to new risks that could adversely affect our results of operations, financial condition, and cash flows; |
| ● | our brand managers and franchisors may require us to make capital expenditures pursuant to property improvement plans or to comply with brand standards, and the failure to make the required expenditures could cause the hotel brands or franchisors to terminate the management, franchise, or operating lease agreements; |
| ● | termination of any of our management, franchise, or operating lease agreements could cause us to lose business; |
| ● | the growth of alternative reservation channels could adversely affect our business and profitability; |
| ● | the failure of tenants in our hotels to make rent payments or comply with the material terms of our retail and restaurant leases may adversely affect our results of operations; |
| ● | we rely on our corporate and hotel senior management teams, the loss of whom may cause us to incur costs and harm our business; |
| ● | we could be harmed by inadvertent errors, misconduct or fraud that is difficult to detect; and |
| ● | if we fail to maintain effective internal control over financial reporting and disclosure controls and procedures, we may not be able to accurately report our financial results or identify and prevent fraud. |
Risks Related to Our Debt and Financing:
| ● | we have outstanding debt which may restrict our financial flexibility; |
| ● | our debt agreements contain various covenants, restrictions, requirements and other limitations, and should we default, we may be required to pay additional fees, provide additional security or repay the debt. Defaulting on existing debt may limit our ability to access additional debt financing in the future; |
| ● | certain of our loans are subject to variable interest rates, which creates uncertainty in the amount of interest expense we will incur in the future and may negatively impact our operating results; |
| ● | we may not be able to refinance our debt on favorable terms or at all; and |
| ● | our organizational documents contain no limitations on the amount of debt we can incur, so we may become too highly leveraged. |
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Risks Related to Our Status as a REIT:
| ● | if we fail to qualify as a REIT, our distributions will not be deductible by us and our income will be subject to federal and state taxation; |
| ● | even as a REIT, we may become subject to federal, state, or local taxes on our income or property; |
| ● | dividends payable by REITs generally do not qualify for the reduced tax rates available for some dividends; |
| ● | if the leases between our hotels and the TRS Lessee are not respected as true leases for federal income tax purposes, we would fail to qualify as a REIT; |
| ● | we may be subject to taxes in the event our operating leases are not held to be on an arm’s-length basis; |
| ● | the TRS Lessee is subject to special rules that may result in increased taxes; |
| ● | because we are a REIT, we depend on the TRS Lessee and its subsidiaries to make rent payments to us; |
| ● | we may be required to pay a penalty tax upon the sale of a hotel; |
| ● | we may be subject to corporate income tax on certain built-in gains; |
| ● | a transaction intended to qualify as a Section 1031 Exchange may later be determined to be taxable; and |
| ● | legislative or other actions affecting REITs could have a negative effect on us. |
Risks Related to Our Common Stock and Corporate Structure:
| ● | the market price of our equity securities may vary substantially; |
| ● | any future distributions to our common stockholders may vary, and distributions on our common stock may be made in the form of cash, stock, or a combination of both; however, the IRS may disallow our use of stock dividends; |
| ● | shares of our common stock that are or become available for sale could affect the stock price; |
| ● | our earnings and cash distributions may affect the market price of our common stock; |
| ● | our stock repurchase program may not enhance long-term stockholder value, could cause volatility in the price of our common and preferred stock and could diminish our cash reserves; |
| ● | provisions of Maryland law and our organizational documents may limit the ability of a third party to acquire control of the Company and may serve to limit our stock price; |
| ● | our board of directors may change our significant corporate policies without the consent of our stockholders; and |
| ● | we may be subject to actions or proposals from stockholders that do not align with our business strategies. |
The following includes a more detailed discussion of our material risk factors:
Risks Related to Our Business and Industry
We own upper upscale and luxury hotels located in convention, urban, and resort destinations in an industry that is highly competitive.
The lodging industry is highly competitive. Our hotels compete with other hotels and alternative lodging options such as timeshares, vacation rentals or sharing services such as Airbnb based on location, price, physical attributes, service levels, brand affiliation, and reputation, among many other factors. New hotels may be constructed, creating additional competition, in some cases without corresponding increases in demand for hotel rooms. Some of our competitors may have hotels that are better located, have a stronger reputation, or possess superior physical attributes than our hotels. This competition could reduce occupancy levels and revenue at our hotels, which would harm our operations and limit or slow our future growth. In addition, in periods of low demand, profitability is negatively affected by the relatively high fixed costs of operating upper upscale and luxury hotels when compared to other classes of hotels.
In addition, our business strategy is predicated on a lifecycle approach to hotel acquisitions and dispositions, and we may not be successful in identifying or completing acquisitions or dispositions that are consistent with our strategy. We compete with institutional pension funds, sovereign wealth funds, private equity investors, high net worth individuals, other REITs and numerous local, regional, national and international owners who are engaged in the acquisition of hotels. We also rely on the foregoing entities as potential purchasers of hotels we seek to sell. These competitors may affect the supply/demand dynamics and, accordingly, increase the price we must pay for hotels or hotel companies we seek to acquire, and these competitors may succeed in acquiring those hotels or hotel companies themselves. Furthermore, owners of our potential acquisition targets may find our competitors to be more attractive suitors because they may have greater financial resources, may be willing to pay more, or may have a more compatible operating philosophy.
We believe that both new hotel construction and new hotel openings were delayed or even cancelled over the past several years due to construction supply constraints, the cost and availability of financing, economic uncertainty, and inflationary pressures on the cost of building materials which made new hotel development less financially feasible. We believe that many of these same factors combined with the recent imposition of tariffs, will continue to discourage new hotel supply in many markets although some markets may experience new hotel openings at or greater than historical levels. We are unable to predict certain market changes, including
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changes in the supply of, or demand for, similar real properties in a particular area. If we pay higher prices for hotels, our profitability may be reduced. Also, future acquisitions of hotels or hotel companies may not yield the returns we expect and, if financed using our equity, may result in stockholder dilution. In addition, our profitability may suffer because of acquisition-related costs, and the integration of such acquisitions may cause disruptions to our business and may strain management resources.
Events beyond our control, including economic slowdowns or recessions, uncertainty surrounding certain international economic and political relationships, including political disputes, government shutdowns, and the imposition of tariffs, natural disasters, civil unrest, and terrorism may harm the operating performance of the hotel industry generally and the performance of our hotels.
The operating and financial performance of the lodging industry has traditionally been closely linked with the performance of the general economy. Our hotels are classified as either upper upscale or luxury hotels. In periods of economic difficulties, including those caused by inflation or recession, these types of hotels may be more susceptible to a decrease in revenue, as compared to hotels in other categories that have lower room rates in part because upper upscale and luxury hotels generally target business and leisure travelers at higher price points, and these groups may seek to curtail spending in periods of economic decline. In addition, changes in the value of the U.S. dollar relative to other currencies may impact the demand for our hotels by making international travel more or less affordable. Also, operating results at our hotels may be negatively affected by uncertainty surrounding certain international economic and political relationships, including political disputes and unfavorable perceptions of travel to the U.S., which could further reduce international travel demand. Also, volatility in transportation fuel costs, increases in air and ground travel costs, decreases in airline capacity, government shutdowns, the imposition of tariffs, and prolonged periods of inclement weather in our markets may reduce the demand for our hotels.
Natural disasters, civil unrest and terrorism may also negatively impact our operations. We own hotels located in wildfire-prone or seismically active areas of California and hotels located in areas that have an increased potential to experience hurricanes. In addition, we own hotels that are located in concentrated business sectors in major cities that may be subject to an elevated risk of terrorist attacks. We have acquired and intend to maintain comprehensive insurance on each of our hotels, including liability, terrorism, fire and extended coverage, of the type and amount that we believe are customarily obtained for or by hotel owners. We cannot guarantee that such coverage will continue to be available at reasonable coverage levels, at reasonable rates or at reasonable deductible levels.
Additionally, deductible levels are typically higher for earthquakes, floods, and named windstorms, and there remains considerable uncertainty regarding the extent and adequacy of terrorism coverage that will be available to protect our interests in the event of future terrorist attacks that impact our hotels. Accordingly, our financial results may be harmed if any of our hotels are damaged by natural disasters or terrorist attacks resulting in losses (either insured or uninsured) or causing a decrease in average daily room rates and/or occupancy. Even in the absence of direct physical damage to our hotels, the occurrence of any natural disasters, terrorist attacks, military actions, outbreaks of diseases, or other casualty events, may have a material adverse effect on our business, the impact of which could result in a material adverse effect on our financial condition, results of operations, and our ability to make distributions to our stockholders.
Inflation may adversely affect our financial condition and results of operations.
Inflation in the United States, Europe, and other regions rose in 2022 to levels not experienced in recent decades before moderating in 2023 and remaining relatively stable through 2025. Future increases in inflation could adversely affect consumer confidence, which could reduce consumer purchasing power and demand for lodging. Additionally, inflation affects our expenses, including, without limitation, by increasing such costs as wages, employee-related benefits, food costs, commodity costs, including those used to renovate or reposition our hotels, property taxes, property and liability insurance, utilities, and borrowing costs. We rely on our hotel operators to adjust room rates and pricing for hotel services to reflect the effects of inflation. However, previously contracted rates, competitive pressures or other factors may limit the ability of our operators to respond to inflation. As a result, our expenses may increase at higher rates than our revenue and our expenses may not decrease if revenue decreases.
System security risks, data protection breaches, cyber-attacks, and systems integration issues could disrupt the information technology network and systems used by us, our suppliers, our third-party managers or our franchisors, and any such disruption could reduce our expected revenue, increase our expenses, compromise confidential information, damage our reputation, increase our potential liability and adversely affect our common stock price.
We and our third-party managers and franchisors rely on information technology networks and systems, including the internet, to access, process, transmit and store electronic customer and financial information. The systems operated by our third-party managers and franchisors require the collection and retention of large volumes of our hotel guests’ personally identifiable information, including credit card numbers. Our third-party managers and franchisors may store and process such proprietary and customer information on systems located at our hotels and other hotels that they operate and manage, their corporate locations and at third-party owned
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facilities, including, for example, in a third-party hosted cloud environment. In addition to the systems operated by our third-party managers and franchisors, we have our own technologies and systems to support our corporate business.
Certain of our third-party managers and their service providers have been subject to, and previously publicly released statements disclosing, cyber-attacks and/or unauthorized access to their guest reservation, point-of-sale systems, and other sensitive databases, some of which have or may have impacted our hotels and guests who have used our hotels’ services or amenities. The risk of a security breach or disruption, particularly through cyber-attack or cyber intrusion, including by computer hackers, nation-state affiliated actors and cyber terrorists, has generally increased as the number, intensity and sophistication of attempted attacks and intrusions from around the world has increased. Our information network and systems and those used by our third-party managers and franchisors can be vulnerable to threats such as: system, network or internet failures; computer hacking or business disruption, including through network- and email-based attacks; cyber-terrorism; viruses, worms, ransomware or other malicious software programs; social engineering; and employee error, negligence or fraud. The introduction of artificial intelligence (“AI”) technologies, including generative AI, may further increase the complexity of cyber threats, create new vulnerabilities, and expose us and our third-party managers and franchisors to regulatory scrutiny, intellectual property disputes, compliance challenges, and privacy concerns. If generative AI contributes to a security breach or other incident, we or our third-party managers and franchisors could lose confidential information or intellectual property, which may result in reputational harm. Any compromise of the function, security, and availability of our network and systems or those of our third-party managers and franchisors could result in disruptions to operations, misappropriated or compromised confidential hotel or hotel guest information, systems disruptions, the shutdown of our hotels, exploited security vulnerability of our respective networks, delayed sales or bookings, lost guest reservations, damage to our reputation or the reputations of our third-party managers and franchisors, increased costs and lower margins. The costs for us to eliminate or alleviate cyber or other security problems could be significant, and our efforts to address these problems may not be successful and could result in interruptions, delays, cessation of service and loss of existing or potential business at our hotels. Any of these events could adversely affect our financial results, common stock price, and reputation, lead to unauthorized disclosure of confidential information, result in delayed or misstated financial reports, monetary losses or regulatory penalties and subject us to potential litigation and liability.
As of December 31, 2025, we have no known instances of material cybersecurity incidents, including third-party incidents, during any of the prior three fiscal years.
Portions of our information technology infrastructure or that of our third-party managers and franchisors also may experience interruptions, delays or cessations of service or produce errors in connection with systems installation, integration or migration work that takes place from time to time. We or our third-party managers and franchisors may not be successful in implementing new systems and transitioning data or may procure hardware or operating system software and applications from third-party suppliers that may contain defects in design or manufacture, which could cause business disruptions, capital expenses, and be more expensive, time consuming and resource-intensive. Such disruptions could adversely impact the ability of our third-party managers and franchisors to fulfill reservations for guestrooms, impact guest safety or hotel operations, and other services offered at our hotels or to deliver to us timely and accurate financial information.
Although we have taken steps to protect the security of our information systems and the data maintained in these systems, there can be no assurance that the security measures we have taken will prevent failures, inadequacies, or interruptions in system services, or that system security will not be compromised through physical or electronic breaches, spoofed emails, phishing attacks, computer viruses, cyber extortionists or attacks by hackers. In addition, we rely on the security systems of our third-party managers and franchisors to protect proprietary and customer information from these threats. We and our third-party managers and franchisors may be unable to identify, investigate or remediate cyber events or incidents because attackers are increasingly using techniques and tools (including AI and machine learning) designed to avoid detection, circumvent security controls, and remove or obfuscate forensic evidence. Further, any adoption of AI by us or by third parties may pose new security challenges.
Our third-party managers and franchisors carry cyber insurance policies to protect and offset a portion of the potential costs that may be incurred from a security breach. Additionally, we have a cyber insurance policy to cover breaches of our corporate infrastructure and systems and to provide supplemental coverage above that carried by our third-party managers and franchisors. We cannot guarantee that such coverage will continue to be available at reasonable coverage levels, at reasonable rates or at reasonable deductible levels. Our policy is subject to limits and sub-limits for certain types of claims, and we do not expect that this policy will cover all of the losses that we could experience from these exposures. Despite various precautionary steps to protect our hotels from losses resulting from cyber-attacks, any occurrence of a cyber-attack could still result in losses at our properties, which could affect our results of operations.
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A significant portion of our hotels are geographically concentrated and, accordingly, we could be disproportionately harmed by economic conditions, competition, new hotel supply, real and personal property tax rates, civil unrest, or natural disasters in these areas of the country.
As of December 31, 2025, most of our hotels were geographically concentrated in California, Florida, Hawaii, and Washington, DC as follows:
| | | | | | | | |
| | | | Percentage of | | Percentage of Total | ||
| | Number of Hotels | | Total Rooms | | Consolidated Revenue | ||
Northern California | | 3 | | 15 | % | | 22 | % |
Southern California | | 2 | | 22 | % | | 22 | % |
Florida | | 3 | | 18 | % | | 13 | % |
Hawaii | | 1 | | 8 | % | | 14 | % |
Washington, DC | | 1 | | 12 | % | | 10 | % |
The concentration of our hotels in California, Florida, Hawaii, and Washington, DC exposes our business to economic conditions, competition, new hotel supply, and real and personal property tax rates unique to these locales. In addition, natural disasters in these locales would disproportionately affect our hotel portfolio. The economies and tourism industries in these locales, in comparison to other parts of the country, are negatively affected to a greater extent by changes and downturns in certain industries, including the entertainment, high technology, financial industries, and governmental agencies. It is also possible that because of our California, Florida, Hawaii, and Washington, DC concentrations, a change in laws applicable to such hotels and the lodging industry may have a greater impact on us than a change in comparable laws in another geographical area in which we have hotels. Adverse developments in these locales could harm our revenue or increase our operating expenses.
We face possible risks associated with the physical and transitional effects of climate change.
We are subject to the risks associated with the physical effects of climate change, which can include more frequent or severe storms, hurricanes, flooding, tornados, extreme temperatures, droughts, and wildfires, any of which could have a material adverse effect on our hotels, operating results, and cash flows. To the extent climate change causes changes in weather patterns, our coastal and high flood zone markets could experience increases in storm intensity and rising sea-levels, while our hotels in drought-prone regions could encounter increased wildfire risk, potentially resulting in property damage and operational disruptions. As a result, we could become subject to significant losses and/or repair costs that may or may not be fully covered by insurance. Other markets may experience prolonged variations in temperature or precipitation that may limit access to the water needed to operate our hotels, increase the frequency or duration of power outages, or significantly increase energy costs, which may subject those hotels to additional regulatory burdens, such as limitations on water usage or stricter energy efficiency standards. Climate change also may affect our business by increasing the cost or limiting the availability of property insurance on terms we find acceptable in areas most vulnerable to such events, increasing operating costs at our hotels, such as the cost of water or energy, and requiring us to expend financial resources as we seek to mitigate, repair and protect our hotels against such risks.
We are subject to the climate change risks associated with the transitional effects to a low carbon scenario, which can include increased regulation for building efficiency and equipment specifications, increased regulations or investor requirements for environmental and social disclosures, increased cost of goods and raw materials, and increased costs to manage the shift in consumer preferences. In an effort to mitigate the impact of climate change, our hotels could become subject to increased governmental laws and regulations mandating energy efficiency standards, the usage of sustainable energy sources and updated equipment specifications, which may require additional capital investments or increased operating costs. Climate change may also affect our business by shifting consumer preferences to sustainable travel or by changing the relative attractiveness of certain travel locations, and as a result, some of our hotels may be more or less in demand in the future. Our hotels may be subject to additional costs to manage consumer expectations for sustainable buildings and hotel operations.
There can be no assurance that climate change will not have a material adverse effect on our hotels, operating results or cash flows.
Uninsured or underinsured losses could harm our financial condition, results of operations, and ability to make distributions to our stockholders.
Various types of litigation losses and catastrophic losses, such as those due to wars, terrorist acts, earthquakes, floods, hurricanes, pollution, climate change or other environmental matters, generally are either uninsurable or not economically insurable, or may be subject to insurance coverage limitations, such as large deductibles or co-payments. Should an uninsured loss or a loss in excess of insured limits occur, we could lose all or a portion of the capital we have invested in a hotel, as well as the anticipated future
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revenue from the hotel. In that event, we might nevertheless remain obligated for any notes payable or other financial obligations related to the property, in addition to obligations to our ground lessor, third-party managers and franchisors.
We own hotels in states that have historically experienced a greater risk of certain catastrophic acts of nature, including wildfires, earthquakes, mudslides, strong winds, tropical storms, and hurricanes, than other states. In the event of a catastrophic loss, our insurance coverage may not be sufficient to cover the full current market value or replacement cost of our lost investment. Inflation, changes in building codes and ordinances, environmental considerations and other factors might also keep us from using insurance proceeds to replace or renovate a hotel after it has been damaged or destroyed. Under those circumstances, the insurance proceeds we receive might be inadequate to restore our economic position on the damaged or destroyed hotel. Acts of nature that do not result in physical loss at our hotels could diminish the desirability or accessibility of our hotel’s location, resulting in less demand by travelers.
Property and casualty insurance, including coverage for terrorism, can be difficult or expensive to obtain. We carry, or in certain instances cause our third-party managers to carry, insurance with respect to all our hotels and other properties. When the existing insurance policies expire, we or our third-party managers and franchisors may encounter difficulty in obtaining or renewing property or casualty insurance on our hotels at the same levels of coverage and under similar terms. Such insurance may be more limited and for some catastrophic risks (e.g., earthquake, fire, flood, and terrorism) may not be generally available at current levels. Even if we or our third-party managers are able to renew the policies or to obtain new policies at levels and with limitations consistent with the current policies, we cannot be sure that we or our third-party managers and franchisors will be able to obtain such insurance at premium rates that are commercially reasonable. If we or our third-party managers are unable to obtain adequate insurance on our hotels, it could cause us to be in default under certain covenants of our indebtedness or other contractual commitments we have to our ground lessor, third-party managers and franchisors, which require us to maintain adequate insurance on our properties to protect against the risk of loss. If this were to occur, or if we or our third-party managers were unable to obtain adequate insurance and our properties experienced damages which would otherwise have been covered by insurance, it could harm our financial condition and results of operations.
In addition, there are other risks, such as certain environmental hazards, that may be deemed to fall completely outside the general coverage limits of our policies or may be uninsurable or too expensive to justify coverage. We also may encounter challenges with an insurance provider regarding whether it will pay a particular claim that we believe to be covered under our policy.
The operating results of some of our hotels are significantly reliant upon group and transient business generated by large corporate customers, and the loss of such customers for any reason could harm our operating results.
Group contract business and room nights generated by large corporate transient customers can significantly impact our hotels’ operating results. These contracts and customers vary from hotel to hotel and change from time to time. Such group contracts are typically for a limited period of time after which they may be put up for competitive bidding. The impact and timing of large events are not always easy to predict. Some of these contracts and events may also be cancelled, which could reduce our expectations for future revenues or result in potential litigation in order to collect cancellation fees. As a result, the operating results for our individual hotels can fluctuate as a result of these factors, possibly in adverse ways, and these fluctuations can affect our overall operating results.
The increased use of virtual meetings and similar technologies could lessen the need for business-related travel and, therefore, demand for rooms in our hotels may be adversely affected.
The use of teleconferencing and video-conference technology by businesses may continue to increase in the future, which could result in a sustained reduction in business travel. To the extent that such technologies, or new technologies, play an increased role in business interactions and the need for business-related travel decreases, demand for hotel rooms may decrease and our hotels could be adversely affected.
Our hotels require ongoing capital investment and we may incur significant capital expenditures in connection with acquisitions, repositionings, and other improvements, some of which are mandated by applicable laws or regulations or agreements with third parties, and the costs of such renovations, repositionings, or improvements, including cost increases resulting from inflation or the implementation of international tariffs, and delays due to supply chain disruptions, may exceed our expectations or cause other problems.
In addition to capital expenditures required by our management and franchise agreements, we make capital expenditures to comply with applicable laws and regulations, to remain competitive with other hotels and to maintain the economic value of our hotels. We also may need to make significant capital improvements to hotels that we acquire. During 2025 and 2024, we invested $103.0 million and $157.4 million into our hotels, respectively, which included substantial renovations and conversions of The Confidante Miami Beach and Renaissance Long Beach to Andaz Miami Beach and Marriott Long Beach Downtown, respectively, a
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rooms renovation at Wailea Beach Resort, and meeting space renovations at Hyatt Regency San Antonio Riverwalk and Hilton San Diego Bayfront. Operating results are often affected by the maintenance and capital improvements at a hotel, especially if the maintenance or improvements are not completed on schedule or if the improvements result in significant disruption at the hotel. The costs of capital improvements we need or choose to make could harm our financial condition and reduce amounts available for distribution to our stockholders. These capital improvements may give rise to the following additional risks, among others:
| ● | construction cost overruns and delays, including commodity cost increases resulting from inflation or the implementation of tariffs, and delays due to supply chain disruptions; |
| ● | a possible shortage of available cash to fund capital improvements and the related possibility that financing for these capital improvements may not be available to us on affordable terms; |
| ● | uncertainties as to market demand or a loss of market demand after capital improvements have begun; |
| ● | disruption in service and room availability causing reduced demand, occupancy, and rates; |
| ● | possible environmental problems; and |
| ● | disputes with third party managers and franchisors regarding our compliance with the requirements under the relevant management, franchise or operating lease agreements. |
Delays in the renovation or repositioning of hotel properties may have adverse effects on our results of operations and returns to our stockholders.
Delays we encounter in the renovation or repositioning of hotel properties could adversely affect investor returns. Our ability to complete renovation and repositioning projects will depend, in part, on the amount of our available cash. Renovation or repositioning projects may take longer, cost more than initially expected, and negatively impact the amount of operating cash distributions we receive from such hotels. If our projections are inaccurate, we may not achieve our anticipated returns.
Accounting for the acquisition of a hotel property or other entity involves assumptions and estimations to determine fair value that could differ materially from the actual results achieved in future periods.
Accounting for the acquisition of a hotel property or other entity requires an analysis of the transaction to determine if it qualifies as the purchase of a business or an asset. Such analysis requires subjective inputs and estimates, and the result of our prior analyses, and any future analyses, affects both our balance sheet and our statement of operations.
Accounting for the acquisition of a hotel property or other entity requires either allocating the purchase price to the assets acquired and the liabilities assumed in the transaction at their respective relative fair values for an asset acquisition or recording the assets and liabilities at their estimated fair values with any excess consideration above net assets going to goodwill for a business combination. The determination of fair value is subjective and is based in part on assumptions and estimates that could differ materially from the actual results in future periods. Should our allocations be incorrect, our assets and liabilities may be overstated or understated, which may also affect depreciation expense on our consolidated statement of operations. In addition, should any of our allocations overstate our assets, we may be at risk of incurring an impairment charge.
Volatility in the debt and equity markets may adversely affect our ability to acquire, renovate, refinance or sell our hotels.
Volatility in the global financial markets may have a material adverse effect on our financial condition or results of operations. Dislocations in the debt markets may reduce the amount of capital that is available to finance real estate, which, in turn may limit our ability to finance the acquisition of hotels or the ability of purchasers to obtain financing for hotels that we wish to sell, either of which may have a material adverse impact on revenues, income and/or cash flow.
We have historically used capital obtained from debt and equity markets to acquire, renovate, and refinance hotel assets. If these markets become difficult to access as a result of low demand for debt or equity securities, higher capital costs and interest rates, a low value for capital securities (including our common or preferred stock) and more restrictive lending standards, our business could be adversely affected. In particular, increases in interest rates could make it more difficult or expensive for us to obtain debt or equity capital. Similar factors could also adversely affect the ability of others to obtain capital and therefore could make it more difficult for us to sell hotel assets.
We may pursue joint venture investments that could be adversely affected by our lack of sole decision-making authority, our reliance on a co-venturer’s financial condition and disputes between us and our co-venturer.
We may co-invest in the future with third parties through partnerships, joint ventures or other entities, acquiring noncontrolling interests in or sharing responsibility for managing the affairs of a property, partnership, joint venture or other entity. Accordingly, we
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may not be in a position in the future to exercise sole decision-making authority regarding another property, partnership, joint venture or other entity. Investments in partnerships, joint ventures or other entities may, under certain circumstances, involve risks not present were a third party not involved, including the possibility that partners or co-venturers might become bankrupt or fail to fund their share of required capital contributions. Partners or co-venturers may have economic or other business interests or goals which are inconsistent with our business interests or goals and may be in a position to take actions contrary to our policies or objectives. Such investments may also have the potential risk of impasses on decisions, such as a sale, because neither we nor the partner or co-venturer would have full control over the partnership or joint venture. Disputes between us and partners or co-venturers may result in litigation or arbitration that would increase our expenses and prevent our officers and/or trustees from focusing their time and effort on our business. Consequently, actions by, or disputes with, partners or co-venturers might result in subjecting properties owned by the partnership or joint venture to additional risk. In addition, we may in certain circumstances be liable for the actions of our third-party partners or co-venturers.
We may be subject to unknown or contingent liabilities related to recently sold or acquired hotels, as well as hotels we may sell or acquire in the future.
Our recently sold or acquired hotels, as well as hotels we may sell or acquire in the future, may be subject to unknown or contingent liabilities for which we may be liable to the buyers or for which we may have no recourse, or only limited recourse, against the sellers. In general, the representations and warranties provided under our transaction agreements related to the sale or purchase of a hotel may survive for a defined period of time after the completion of the transaction. Furthermore, indemnification under such agreements may be limited and subject to various materiality thresholds, a significant deductible, or an aggregate cap on losses. As a result, we may be obligated to reimburse buyers for their losses or be unable to recover losses due to breaches by sellers of their representations and warranties. In addition, the total amount of costs and expenses that may be incurred with respect to the unknown or contingent liabilities may exceed our expectations, and we may experience other unanticipated adverse effects, all of which could adversely affect our operating results and cash flows.
We may seek to acquire a portfolio of hotels or a company, which could present more risks to our business and financial results than the acquisition of a single hotel.
We have acquired in the past, and may acquire in the future, multiple hotels in single transactions. We may also seek to acquire companies that own hotels. Multiple hotel and company acquisitions are generally more complex than single hotel acquisitions and, as a result, the risk that the transaction may not be completed is greater. These acquisitions may also result in our owning hotels in new markets, which places additional demands on our ability to actively asset manage the hotels. In addition, we may be required by a seller to purchase a group of hotels as a portfolio, even though one or more of the hotels in the portfolio do not meet our investment criteria. In those events, we expect to attempt to sell the hotels that do not meet our investment criteria but may not be able to do so on acceptable terms, or if successful, the sales may be recharacterized by the IRS as dealer sales and subject to a 100% “prohibited transactions” tax on any gain. These hotels may harm our operating results if they operate below our underwriting or if we sell them at a loss. Also, a portfolio of hotels may be more difficult to integrate with our existing hotels than a single hotel, may strain our management resources, and may make it more difficult to find one or more management companies to operate the hotels. Any of these risks could harm our operating results.
The sale of a hotel or portfolio of hotels is typically subject to contingencies, risks and uncertainties, any of which may cause us to be unsuccessful in completing the disposition.
As part of our ongoing portfolio management strategy, on an opportunistic basis, we may selectively sell hotel properties that we believe no longer meet our ownership criteria, are unlikely to offer long-term returns in excess of our cost of capital, will achieve a sale price in excess of our internal valuation, or that have high risk relative to their anticipated returns. We may not be successful in completing the sale of a hotel or portfolio of hotels, which may negatively impact our business strategy. Hotel sales are typically subject to customary risks and uncertainties. In addition, there may be contingencies related to, among other items, seller financing, franchise agreements, ground leases and other agreements. As such, we can offer no assurances as to whether any closing conditions will be satisfied on a timely basis or at all, or whether the closing of a sale will fail to occur for these or any other reasons.
The illiquidity of real estate investments and the lack of alternative uses of hotel properties could significantly limit our ability to respond to adverse changes in the performance of our hotels and harm our financial condition.
Because commercial real estate investments are relatively illiquid, our ability to promptly sell one or more of our hotels in response to changing economic, financial, and investment conditions is limited. The real estate market, including the market for our hotels, is affected by many factors, such as general economic conditions, availability of financing, interest rates, and other factors, including supply and demand, that are beyond our control. We may not be able to sell any of our hotels on favorable terms. If we elect to sell a hotel, it may take a long time to find a willing purchaser and to close the sale of a hotel. Should we sell a hotel during the term
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of its management agreement, we may have to pay termination fees to the applicable management company, which payment could be substantial.
In addition, hotels may not be readily converted to alternative uses if they were to become unprofitable due to competition, age of improvements, decreased demand or other factors. The conversion of a hotel to alternative uses would also generally require substantial capital expenditures and may give rise to substantial payments to our third-party managers, franchisors, and other parties.
We may be required to expend funds to correct defects or to make improvements before a hotel can be sold. We may not have funds available to correct those defects or to make those improvements and, as a result, our ability to sell the hotel would be restricted. In acquiring a hotel, we may agree to lock-out provisions that materially restrict us from selling that hotel for a period of time or impose other restrictions on us, such as a limitation on the amount of debt that can be placed or repaid on that hotel to address specific concerns of sellers. These factors and any others that would impede our ability to respond to adverse changes in the performance of our hotels could harm our financial condition and results of operations.
We may originate loans secured by a hotel in connection with its disposition, which would expose us to risk of non-repayment or may cause us to incur significant costs to exercise our remedies under such loan if the borrower were to default on their obligations.
We have periodically evaluated making loans to potential buyers of our hotels to help facilitate a sale. If we were to make such loans, it would expose us to the risk of non-repayment from the borrower. While we expect to have customary lender protections, we cannot guarantee that such loan would be on market terms, and we may incur significant costs in exercising any remedies available to us if the borrower were to default on their obligations.
One of our hotels is subject to a ground lease with an unaffiliated party, the termination of which by the lessor for any reason, including due to our default on the lease, could cause us to lose the ability to operate the hotel altogether and may adversely affect our results of operations.
Our rights to use the underlying land at the Hilton San Diego Bayfront is based upon our interest under a long-term lease with an unaffiliated party, which expires in 2071. Pursuant to the lease terms, we are required to pay all rent due and comply with all other lessee obligations.
Any pledge of our interest in the ground lease requires the consent of the lessor. As a result, in the future, we may not be able to sell, assign, transfer or convey our lessee’s interest in the hotel absent the lessor’s consent even if the transaction may be in the best interest of our stockholders.
The lessor may require us, at the expiration or termination of the remaining ground lease, to surrender or remove any improvements, alterations or additions to the land at our own expense. The lease also generally requires us to restore the premises following a casualty and to apply in a specified manner any proceeds received in connection therewith. We may have to restore the premises if a material casualty, such as a fire or an act of nature, occurs and the cost thereof may exceed available insurance proceeds.
Because we are a REIT, we depend on third parties to operate our hotels, which could harm our results of operations.
In order to qualify as a REIT, we cannot directly or indirectly operate our hotels. Accordingly, we must enter into management or operating lease agreements (together, “management agreements”) with eligible independent contractors to manage our hotels. As of December 31, 2025, our third-party managers consisted of Four Seasons, Hilton, Hyatt, Marriott, Montage, Sage and Singh. These independent management companies control the daily operations of our hotels, and we rely on them to operate our hotels as provided in the applicable management agreements.
If a management company violates the terms of its applicable management agreement or fails to meet performance objectives set forth in the applicable management agreement, we can seek redress but our remedies may be limited by the terms of the management agreement.
A failure by our management companies to successfully manage our hotels could lead to an increase in our operating expenses or a decrease in our revenue, or both, which may affect the TRS Lessee’s ability to pay us rent and would reduce the amount available for dividends on our common stock and our preferred stock. In addition, the management companies may operate other hotels that may compete with our hotels or divert attention away from the management of our hotels.
While our management agreements typically provide for contractual penalties in the event that we terminate the applicable management agreement upon an event of default, such terminations could result in significant disruptions at the affected hotels. If we
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were to terminate any of these agreements and enter into new agreements with different hotel operators, we cannot assure you that any new management agreement would contain terms that are favorable to us, or that a new management company would be successful in managing our hotels. If any of the foregoing occurs at franchised hotels, our relationships with the franchisors may be damaged, and we may be in breach of one or more of our franchise agreements.
We are subject to risks associated with our operators’ employment of hotel personnel, which could increase our expenses or expose us to additional liabilities.
Our third-party managers are responsible for hiring and maintaining the labor force at each of our hotels. Although we do not directly employ or manage employees at our hotels, we are still subject to many of the costs and risks generally associated with the hotel labor force. Increases in minimum wages, inflation related labor cost pressures, changes in workplace rules and regulations, or labor shortages, including those resulting from immigration policies or other factors, could negatively impact our operating results. Additionally, from time to time, hotel operations may be disrupted as a result of strikes, lockouts, public demonstrations, or other negative actions and publicity. For example, during the third and fourth quarters of 2024 the Hilton San Diego Bayfront was impacted by labor activity which led to the cancellation of certain group events and overall lower business volume at the hotel. We also have incurred and may in the future incur increased legal costs and indirect labor costs as a result of contract disputes involving our third-party managers and their labor force or other events. The resolution of labor disputes or re-negotiated labor contracts could lead to increased labor costs, a significant component of our costs, either by increases in wages or benefits or by changes in work rules that raise hotel operating costs. We do not have the ability to determine the outcome of these negotiations.
Most of our hotels operate under a brand owned by Four Seasons, Hilton, Hyatt, Marriott, or Montage. Should any of these brands experience a negative event, or receive negative publicity, our operating results may be harmed.
As of December 31, 2025, all of our hotels except the Oceans Edge Resort & Marina are operated under the following widely recognized lodging industry brands: Four Seasons, Hilton, Hyatt, Marriott, and Montage. As a result, a significant component of our success is dependent in part on the success of these companies and their respective brands. Consequently, if market recognition or the positive perception of any of these companies is reduced or compromised, the goodwill associated with their respective brands on our hotels may be adversely affected, which may have an adverse effect on our results of operations, as well as our ability to make distributions to our stockholders. Additionally, any negative perceptions or negative impact to operating results from any proposed or future consolidations between nationally recognized brands could have an adverse effect on our results of operations, as well as our ability to make distributions to our stockholders.
Our brand managers and franchisors may adopt new policies or change existing policies, which could result in increased costs that could negatively impact our hotels.
Our brand managers and franchisors incur certain costs that are allocated to our hotels subject to our management, franchise, or operating lease agreements. Those costs may increase over time, or our brand managers and franchisors may elect to introduce new programs that could increase costs allocated to our hotels. In addition, certain policies, such as our third-party managers’ frequent guest programs, may be altered resulting in reduced revenue or increased costs to our hotels.
Future adverse litigation judgments or settlements resulting from legal proceedings could have an adverse effect on our financial condition.
In the normal course of our business, we are involved in various legal proceedings, including those involving our third-party managers that relate to the management of our hotels. While we may agree to pay or share any legal costs with our third-party managers, any adverse legal judgments or settlements resulting in payment by us of a material sum of money may materially and adversely affect our financial condition and results of operations.
Claims by persons regarding our properties could affect the attractiveness of our hotels or cause us to incur additional expenses.
We could incur liabilities resulting from loss or injury to our hotels or to persons at our hotels. These losses could be attributable to us or result from actions taken by a hotel management company. If claims are made against a management company, it may seek to pass those expenses through to us. Claims such as these, regardless of their merit, could harm the reputation of a hotel, or cause us to incur expenses to the extent of insurance deductibles or losses in excess of policy limitations, which could harm our results of operations.
We have in the past and could in the future incur liabilities resulting from claims by hotel employees. While these claims are, for the most part, covered by insurance, some claims (such as wage and hour claims) generally are not insured or insurable. These claims, regardless of their merit, could harm the reputation of a hotel, or cause us to incur losses which could harm our results of operations.
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The hotel business is seasonal and seasonal variations in business volume at our hotels will cause quarterly fluctuations in our revenue and operating results.
As is typical of the lodging industry, we experience some seasonality in our business. Revenue for certain of our hotels is generally affected by seasonal business patterns. We can provide no assurances that our cash flows will be sufficient to cover any shortfalls that occur as a result of these seasonal fluctuations. Seasonal variations in revenue could adversely affect our business, financial conditions, results of operations and our ability to make distributions to our stockholders or to service our debt.
Changes in the debt and equity markets may adversely affect the value of our hotels.
In general, the value of hotel real estate has an inverse correlation to the capital costs of hotel investors. If capital costs increase, real estate values may decrease. Capital costs are generally a function of the perceived risks associated with our assets, interest rates on debt and return expectations of equity investors. Interest rate volatility, including volatility due to the 2022 and 2023 interest rate increases implemented by the Board of Governors of the Federal Reserve System (the “Federal Reserve”), could reduce our access to capital markets or increase the cost of funding our debt requirements. Although the Federal Reserve reduced interest rates in 2024 and 2025, any future decisions to decrease, hold steady or increase interest rates and the timing of such decision is unknown. If the income generated by our hotels does not increase by amounts sufficient to cover such higher capital costs, the market value of our hotel real estate may decline.
Certain of our hotels have in the past become impaired and additional hotels may become impaired in the future.
We periodically review the fair value of each of our hotels for possible impairment. In the past, certain of our hotels were determined to be impaired. Such impairment may be the result of deteriorating profitability, physical damage, or when a sold hotel’s fair value, less hotel sale costs, is lower than the hotel’s carrying value. In the future, additional hotels may become impaired, which may adversely affect our financial condition and results of operations.
Laws and governmental regulations may restrict the ways in which we use our hotel properties and increase the cost of compliance with such regulations. Noncompliance with such regulations could subject us to penalties, loss of value of our properties or civil damages.
Our hotel properties are subject to various federal, state and local laws relating to the environment, fire and safety, and access and use by disabled persons. Under these laws, courts and government agencies have the authority to require us, if we are the owner of a contaminated property, to clean up the property, even if we did not know of or were not responsible for the contamination. These laws also apply to persons who owned a property at the time it became contaminated. In addition to the costs of cleanup, environmental contamination can affect the value of a property and, therefore, an owner’s ability to borrow funds using the property as collateral or to sell the property. Under such environmental laws, courts and government agencies also have the authority to require that a person who sent waste to a waste disposal facility, such as a landfill or an incinerator, pay for the clean-up of that facility if it becomes contaminated and threatens human health or the environment.
Furthermore, various court decisions have established that third parties may recover damages for injury caused by property contamination. For instance, a person exposed to asbestos while staying in or working at a hotel may seek to recover damages for injuries suffered. Additionally, some of these environmental laws restrict the use of a property or place conditions on various activities. For example, some laws require a business using chemicals (such as swimming pool chemicals at our hotels) to manage them carefully and to notify local officials that the chemicals are being used.
We could be responsible for the types of costs discussed above. The costs to clean up a contaminated property, to defend against a claim, or to comply with environmental laws could be material and could reduce the funds available for distribution to our stockholders. Future laws or regulations may impose material environmental liabilities on us, or the current environmental condition of our hotel properties may be affected by the condition of the properties in the vicinity of our hotels (such as the presence of leaking underground storage tanks) or by third parties unrelated to us.
Our hotel properties are also subject to the ADA. Under the ADA, all public accommodations must meet various federal requirements related to access and use by disabled persons. Compliance with the ADA’s requirements could require removal of access barriers and non-compliance could result in the U.S. government imposing fines or in private litigants winning damages. If we are required to make substantial modifications to our hotels, whether to comply with the ADA or other changes in governmental rules and regulations, our financial condition, results of operations and the ability to make distributions to our stockholders could be harmed. In addition, we are required to operate our hotel properties in compliance with fire and safety regulations, building codes and other land use regulations, as they may be adopted by governmental agencies and become applicable to our properties.
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Compliance with corporate responsibility initiatives and commitments, may impose additional costs and expose us to new risks that could adversely affect our results of operations, financial condition, and cash flows.
We incorporate corporate responsibility initiatives into our operating and investment strategies. Some investors may consider corporate responsibility factors when making their investment decisions, and potential and current employees, business partners and vendors may use these factors when considering relationships with us. In addition, potential hotel guests may consider these factors when deciding whether to stay at our hotels. Certain organizations that provide corporate governance and other corporate risk information to investors and stockholders have developed scores and ratings to evaluate companies based upon corporate responsibility or “sustainability” metrics. Investors may use these scores as a basis to engage with companies to require improved disclosure or performance. We may face reputational damage or additional costs in the event our corporate responsibility procedures or standards do not meet the standards set by various constituencies. In addition, the criteria by which companies are rated may change, which could cause us to receive lower scores than in previous years. A low sustainability score could result in a negative perception of the Company, or exclusion of our common stock from consideration by certain investors, or potential guests may choose to stay at other hotels. We could also incur additional costs and devote additional resources to monitor, report and implement various corporate responsibility practices. In addition, as part of our corporate responsibility, we have adopted certain environmental goals, including greenhouse gas emissions reduction targets and other sustainability initiatives. If we cannot meet these goals fully or on time, our reputation may be damaged.
In contrast, certain stakeholders and regulators have advanced opposing positions on certain corporate responsibility matters, including proposing or enacting legislation, policies, and initiatives. These actions may create uncertainty and expose us to additional legal, regulatory, or reputational risks in connection with our corporate responsibility goals and disclosures.
Our brand managers and franchisors may require us to make capital expenditures pursuant to property improvement plans (“PIPs”) or to comply with brand standards, and the failure to make the required expenditures could cause the hotel brands or franchisors to terminate the management, franchise, or operating lease agreements.
Our brand managers and franchisors may require that we make renovations to certain of our hotels in connection with revisions to our management, franchise, or operating lease agreements. In addition, upon regular inspection of our hotels, our hotel brands and franchisors may determine that additional renovations are required to bring the physical condition of our hotels into compliance with the specifications and standards each hotel brand or franchisor has developed. In connection with the acquisitions of hotels, hotel brands and franchisors may also require PIPs, which set forth their renovation requirements. If we do not satisfy the PIP renovation requirements, the hotel brand or franchisor may have the right to terminate the applicable agreement. In addition, in the event that we are in default under any franchise agreement as a result of our failure to comply with the PIP requirements, in general, we will be required to pay the franchisor liquidated damages. The renovation work and the cost of such expenditures required pursuant to PIPs or to comply with brand standards may negatively impact our results of operations while the work is performed and may not result in a positive economic return on the investment.
Because all but one of our hotels are brand managed or operated under a franchise agreement, termination of these management, franchise, or operating lease agreements could cause us to lose business at our hotels.
As of December 31, 2025, all of our hotels except the Oceans Edge Resort & Marina were operated under management, franchise, or operating lease agreements with the following hotel management or franchisor companies: Four Seasons, Hilton, Hyatt, Marriott, and Montage. In general, under these arrangements, the brand manager or franchisor provides marketing services, room reservations, and certain other operating assistance but requires us to pay significant fees to it and to maintain the hotel in a required condition. If we fail to maintain these required standards, then the hotel brand or franchisor may terminate its agreement with us and obtain damages for any liability we may have caused. Moreover, from time to time, we may receive notices from the hotel brands or franchisors regarding our alleged non-compliance with the brand standard or franchise agreements, and we may disagree with these claims that we are not in compliance. Any disputes arising under these agreements could also lead to a termination of a management, franchise, or operating lease agreement and a payment of liquidated damages. In addition, as our management, franchise, or operating lease agreements expire, we may not be able to renew them on favorable terms or at all. If we were to lose a hotel brand or franchise for a particular hotel, it could harm the operation, financing or value of that hotel due to the loss of the hotel brand or franchise name, marketing support and centralized reservation system. Any loss of revenue at a hotel could harm the ability of the TRS Lessee, to whom we have leased our hotels, to pay rent to the Operating Partnership and could harm our ability to pay dividends on our common stock or preferred stock.
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The growth of alternative reservation channels could adversely affect our business and profitability.
A significant percentage of hotel rooms for individual guests is booked through internet travel intermediaries. Many of our managers and franchisors contract with such intermediaries and pay them various commissions and transaction fees for sales of our rooms through their systems. If such bookings increase, these intermediaries may be able to obtain higher commissions, reduced room rates or other significant concessions from our managers and franchisors. Although our managers and franchisors may have established agreements with many of these intermediaries that limit transaction fees for hotels, there can be no assurance that our managers and franchisors will be able to renegotiate such agreements upon their expiration with terms as favorable as the provisions that exist today. Moreover, hospitality intermediaries generally employ aggressive marketing strategies, including expending significant resources for advertising campaigns to drive consumers to their websites. The rapid adoption of generative AI tools is also changing how consumers search for and book travel, which may further increase the influence of intermediaries and other technology-driven platforms. If our operators do not keep pace with these changes, consumers may develop brand loyalties to the intermediaries’ offered brands, websites, and reservations systems rather than to the brands of our managers and franchisors. If this happens, our business and profitability may be significantly negatively impacted.
In addition, in general, internet travel intermediaries have traditionally competed to attract individual consumers or “transient” business rather than group and convention business. However, some hospitality intermediaries have grown their business to include marketing to large group and convention business. If that growth continues, it could both divert group and convention business away from our hotels, and it could also increase our cost of sales for group and convention business.
In an effort to lure business away from internet travel intermediaries and to drive business on their own websites, our managers and franchisors may discount the room rates available on their websites even further, which may also significantly impact our business and profitability.
The failure of tenants in our hotels to make rent payments or comply with the material terms of our retail and restaurant leases may adversely affect our results of operations.
A portion of the space in many of our hotels is leased to third-party tenants for retail or restaurant purposes. At times, we hold security deposits in connection with each lease, which may be applied in the event that a tenant under a lease fails or is unable to make its rent payments. Should a tenant continually fail to make rent payments, we may be able to apply the tenant’s security deposit to recover a portion of the rents due; however, we may not be able to recover all rents due to us, and the tenant may fail to comply with other material terms of the lease, all of which may harm our operating results. Additionally, the time and cost associated with re-leasing our retail space could negatively impact our operating results.
We rely on our corporate and hotel senior management teams, the loss of whom may cause us to incur costs and harm our business.
Our continued success will depend to a significant extent on the efforts and abilities of our corporate and hotel senior management teams. These individuals are important to our business and strategy and to the extent that any of them departs, we could incur severance or other costs. The loss of any of our executives could also disrupt our business and cause us to incur additional costs to hire replacement personnel.
We could be harmed by inadvertent errors, misconduct or fraud that is difficult to detect.
We could be subject to financial losses or claims against us should any of our employees, the employees of our third-party managers, or any contractors we use make inadvertent errors or fall prey to increasingly sophisticated cyber threats, including social engineering attacks and fraud schemes that may leverage AI and machine learning to make such attacks more convincing and harder to detect. These types of errors could include, but are not limited to, mistakes in executing, recording, or reporting transactions or mistakes related to settling payment or funding obligations, including with respect to wire transfers. Although we have policies and procedures in place that seek to mitigate these risks, including risks related to wire transfers, we have experienced fraudulent and erroneous activity in our business operations and have incurred financial losses related to such activity, which was substantially mitigated by recoveries under insurance policies. This type of misconduct can be difficult to detect and if not prevented or detected could result in financial losses or claims against us. Our controls may not be effective in preventing or detecting this type of activity.
If we fail to maintain effective internal control over financial reporting and disclosure controls and procedures, we may not be able to accurately report our financial results or identify and prevent fraud.
If our internal control over financial reporting and disclosure controls and procedures are not effective, we may not be able to provide reliable financial information or identify and prevent fraud. If we discover deficiencies in our internal controls, we will make
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efforts to remediate these deficiencies; however, there is no assurance that we will be successful either in identifying deficiencies or in their remediation. Any failure to maintain effective controls in the future could adversely affect our business or cause us to fail to meet our reporting obligations. Such non-compliance could also result in an adverse reaction in the financial marketplace due to a loss of investor confidence in the reliability of our financial statements. In addition, perceptions of our business among customers, suppliers, rating agencies, lenders, investors, securities analysts and others could be adversely affected.
Risks Related to Our Debt and Financing
As of December 31, 2025, we had $930.0 million of outstanding debt, and carrying such debt may restrict our financial flexibility or harm our business and financial results by imposing requirements on our business.
Our debt outstanding as of December 31, 2025 matures over the next six years, including extension options which we expect to exercise ($65.0 million in 2026, $0 in 2027, $105.0 million in 2028, and $760.0 million in 2031). We have no scheduled amortization payments currently due from 2026 through 2031; however, this may be subject to change if we refinance our existing debt or incur additional debt. Carrying our outstanding debt may adversely impact our business and financial results by:
| ● | requiring us to use a substantial portion of our funds from operations to make required payments on principal and interest, which will reduce the amount of cash available to us for our operations and capital expenditures, future business opportunities, and other purposes, including distributions to our stockholders; |
| ● | making us more vulnerable to economic and industry downturns and reducing our flexibility in responding to changing business and economic conditions; |
| ● | limiting our ability to undertake refinancings of debt or borrow more money for operations or capital expenditures or to finance acquisitions; and |
| ● | compelling us to sell hotels, possibly on disadvantageous terms, in order to make required payments of interest and principal. |
We also may incur additional debt in connection with future acquisitions of real estate, which may include loans secured by some or all of the hotels we acquire or our existing 14 unencumbered hotels, all of which are held by subsidiaries whose interests are pledged to our credit facilities. Should we obtain secured financing on any of our unencumbered hotels, the amount of capital available through our credit facilities or future unsecured borrowings may be reduced.
Our debt agreements contain various covenants, restrictions, requirements, and other limitations, and should we default, we may be required to pay additional fees, provide additional security or repay the debt, all of which would negatively affect our financial conditions and results of operations. Defaulting on existing debt may limit our ability to access additional debt financing in the future.
We are subject to various covenants on our debt. Failure to satisfy certain covenants on our debt without receiving a covenant waiver from our lenders would adversely affect our financial conditions and results from operations and may raise doubt about our ability to continue as a going concern. Additionally, defaulting on indebtedness may damage our reputation as a borrower, and may limit our ability to secure financing in the future.
Our existing debt agreements and other potential financings that we may incur or assume in the future may contain restrictions, requirements, and other limitations on our ability to incur additional debt and make distributions to our stockholders, as well as financial covenants that could negatively impact our ability to operate, acquire or dispose of hotel properties. Our ability to borrow under these agreements is subject to compliance with these financial and other covenants. If we are unable to engage in activities that we believe would benefit our business or our hotel properties, or we are unable to incur debt to pursue those activities, our growth may be limited. Obtaining consents or waivers from compliance with these covenants may not be possible, or if possible, may cause us to incur additional costs or result in additional limitations.
Certain of our loans are subject to variable interest rates, which creates uncertainty in the amount of interest expense we will incur in the future and may negatively impact our operating results.
During 2022 and 2023, the Federal Reserve implemented its policy to address inflation by significantly raising its benchmark federal funds rate, which led to increased interest rates in the credit markets. Although the Federal Reserve began to lower its benchmark federal funds rate in 2024 and continued this trend in 2025, should inflation increase in the future, the Federal Reserve may resume its increases to the federal funds rate which will likely lead to higher interest rates in the credit markets. Such increases would adversely impact us due to our outstanding variable rate debt as well as result in higher interest rates on any new fixed rate debt. We have entered into interest rate swap agreements to limit our exposure to interest rate fluctuations related to a portion of our variable rate debt. However, in an increasing interest rate environment, the fixed rates we can obtain with such interest rate swap agreements or the fixed rate on new debt will also continue to increase.
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We need to refinance our indebtedness from time to time, and our inability to refinance on favorable terms, or at all, could impact our financial condition.
Because we anticipate that our internally generated cash will be adequate to repay only a portion of our indebtedness prior to maturity, we expect that we will be required to repay or refinance debt from time to time using proceeds from offerings of common equity, preferred equity or from incurring additional debt. The amount of our existing indebtedness may impede our ability to repay our debt through refinancings. If we are unable to refinance our indebtedness with secured debt or unsecured debt on acceptable terms, or at all, and are unable to negotiate an extension with the lender, we may be in default or forced to sell one or more of our properties on potentially disadvantageous terms, which might increase our borrowing costs, result in losses to us and reduce the amount of cash available to us for distributions to our stockholders. If prevailing interest rates or other factors at the time of any refinancing result in higher interest rates on new debt, our interest expense could increase, and potential proceeds we would be able to secure from future debt refinancings may decrease, which could harm our financial condition and operating results.
Our organizational documents contain no limitations on the amount of debt we can incur, so we may become too highly leveraged.
Our organizational documents do not limit the amount of indebtedness that we may incur. If we were to increase the level of our borrowings, then the resulting increase in cash flow that must be used for debt service would reduce cash available for capital investments or external growth and could harm our ability to make payments on our outstanding indebtedness and harm our financial condition.
Risks Related to Our Status as a REIT
If we fail to qualify as a REIT, our distributions will not be deductible by us and our income will be subject to federal and state taxation.
We are organized as a REIT under the Code, which affords us material tax advantages. The requirements for qualifying as a REIT, however, are complex. If we fail to meet these requirements and certain relief provisions do not apply, our distributions will not be deductible by us and we will have to pay a corporate federal and state level tax on our income. This would substantially reduce our cash available to pay distributions and the yield on your investment in our common stock. In addition, such a tax liability might cause us to borrow funds, liquidate some of our investments or take other steps which could negatively affect our results of operations. Moreover, if our REIT status is terminated because of our failure to meet a technical REIT requirement, we would generally be disqualified from electing treatment as a REIT for the four taxable years following the year in which REIT status is lost. At any time, new laws, interpretations or court decisions may change the federal tax laws or the federal income tax consequences of our qualification as a REIT. Moreover, our charter provides that our board of directors may revoke or otherwise terminate our REIT election, without the approval of our stockholders, if it determines that it is no longer in our best interest to continue to qualify as a REIT.
Even as a REIT, we may become subject to federal, state, or local taxes on our income or property.
Even as a REIT, we may become subject to federal income taxes and related state taxes. For example, if we have net income from a “prohibited transaction,” that income will be subject to a 100% tax. A “prohibited transaction” is, in general, the sale or other disposition of inventory or property, other than foreclosure property, held primarily for sale to customers in the ordinary course of business. To qualify as a REIT, we generally must distribute to our stockholders at least 90% of our REIT taxable income each year, determined without regard to the dividends paid deduction and excluding net capital gains, and we will be subject to regular corporate income tax to the extent that we distribute less than 100% of our REIT taxable income (determined without regard to the deduction for dividends paid) each year. In addition, we will be subject to a 4% nondeductible excise tax on the amount, if any, by which distributions paid by us in any calendar year are less than the sum of 85% of our ordinary income, 95% of our capital gain net income and 100% of our undistributed income from prior years. We may not be able to make sufficient distributions to avoid paying income tax or excise taxes applicable to REITs. We may also decide to retain income we earn from the sale or other disposition of our property and pay federal income tax directly on that income. In that event, our stockholders would be treated as if they earned that income and paid the tax on it directly. However, stockholders that are tax-exempt, such as charities or qualified pension plans, would have no benefit from their deemed payment of that tax liability.
The TRS Lessee is subject to tax as a regular corporation. In addition, we may also be subject to state and local taxes on our income or property at the level of the Operating Partnership or at the level of the other companies through which we indirectly own our assets. In the normal course of business, entities through which we own or operate real estate either have undergone or may undergo future tax audits. Should we receive a material tax deficiency notice in the future which requires us to incur additional expense, our earnings may be negatively impacted. There can be no assurance that future audits will not occur with increased
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frequency or that the ultimate result of such audits will not have a material adverse effect on our results of operations. We cannot assure you that we will be able to continue to satisfy the REIT requirements, or that it will be in our best interests to continue to do so.
Dividends payable by REITs generally do not qualify for the reduced tax rates available for some dividends.
The maximum tax rate applicable to “qualified dividend income” payable to U.S. stockholders that are individuals, trusts and estates is 20%. Dividends payable by REITs, however, generally are not eligible for these reduced rates. Under the Tax Cuts and Jobs Act of 2017 (the “TCJA”), however, U.S. stockholders that are individuals, trusts and estates generally may deduct up to 20% of the ordinary dividends (e.g., dividends not designated as capital gain dividends or qualified dividend income) received from a REIT for taxable years beginning after December 31, 2017. The deduction was set to expire on December 31, 2025, however, on July 4, 2025, the One Big Beautiful Bill Act (the “OBBBA”) was enacted into law, which permanently extended certain provisions originally enacted under the TCJA. These extensions included the permanent allowance of the 20% deduction for “qualified REIT dividends” for individuals and other non-corporate taxpayers. Although this deduction reduces the effective tax rate applicable to certain dividends paid by REITs (generally to 29.6% assuming the stockholder is subject to the 37% maximum rate), such tax rate is still higher than the tax rate applicable to corporate dividends that constitute qualified dividend income. Accordingly, investors who are individuals, trusts and estates may perceive investments in REITs to be relatively less attractive than investments in the stocks of non-REIT corporations that pay dividends, which could adversely affect the value of the shares of REITs.
If the leases between our hotels and the TRS Lessee are not respected as true leases for federal income tax purposes, we would fail to qualify as a REIT.
To qualify as a REIT, we must satisfy two gross income tests annually, under which specified percentages of our gross income must be passive income. Passive income includes rent paid pursuant to our operating leases between the TRS Lessee and its subsidiaries and the Operating Partnership. These rents constitute substantially all of our gross income. For the rent to qualify for purposes of the gross income tests, the leases must be respected as true leases for federal income tax purposes and not be treated as service contracts, joint ventures or some other type of arrangement. If the leases are not respected as true leases for federal income tax purposes, we would fail to qualify as a REIT.
We may be subject to taxes in the event our operating leases are not held to be on an arm’s-length basis.
In the event that leases between us and the TRS Lessee are not held to have been made on an arm’s-length basis, we or the TRS Lessee could be subject to income taxes. In order for rents paid to us by the TRS Lessee to qualify as “rents from real property,” such rents may not be based on net income or profits. Our leases provide for a base rent plus a variable rent based on occupied rooms and departmental revenues rather than on net income or profits. If the IRS determines that the rents charged under our leases with the TRS Lessee are excessive, the deductibility thereof may be challenged, and to the extent rents exceed an arm’s-length amount, we could be subject to a 100% excise tax on “re-determined rent” or “re-determined deductions.” While we believe that our rents and other transactions with the TRS Lessee are based on arm’s-length amounts and reflect normal business practices, there can be no assurance that the IRS would agree.
The TRS Lessee is subject to special rules that may result in increased taxes.
Several Code provisions ensure that a TRS is subject to an appropriate level of federal income taxation. For example, the REIT must pay a 100% penalty tax on some payments that it receives if the economic arrangements between us and the TRS Lessee are not comparable to similar arrangements between unrelated parties. The IRS may successfully assert that the economic arrangements of any of our intercompany transactions, including the hotel leases, are not comparable to similar arrangements between unrelated parties.
Because we are a REIT, we depend on the TRS Lessee and its subsidiaries to make rent payments to us, and their inability to do so could harm our revenue and our ability to make distributions to our stockholders.
Due to certain federal income tax restrictions on hotel REITs, we cannot directly or indirectly operate our hotel properties. Therefore, we lease our hotel properties to the TRS Lessee or one of its subsidiaries, which contracts with third-party hotel managers to manage our hotels. Our revenue and our ability to make distributions to our stockholders will depend solely upon the ability of the TRS Lessee and its subsidiaries to make rent payments under these leases. In general, under the leases with the TRS Lessee and its subsidiaries, we will receive from the TRS Lessee or its subsidiaries both fixed rent and variable rent based upon a percentage of gross revenues and the number of occupied rooms. As a result, we participate in the operations of our hotels only through our share of rent paid pursuant to the leases.
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The ability of the TRS Lessee and its subsidiaries to pay rent may be affected by factors beyond its control, such as changes in general economic conditions, the level of demand for hotels and the related services of our hotels, competition in the lodging and hospitality industry, the ability to maintain and increase gross revenue at our hotels and other factors relating to the operations of our hotels.
Although failure on the part of the TRS Lessee or its subsidiaries to materially comply with the terms of a lease (including failure to pay rent when due) would give us the right to terminate the lease, repossess the hotel and enforce the payment obligations under the lease, such steps may not provide us with any substantive relief since the TRS Lessee is our subsidiary. If we were to terminate a lease, we would then be required to find another lessee to lease the hotel or enter into a new lease with the TRS Lessee or its subsidiaries because we cannot operate hotel properties directly or indirectly and remain qualified as a REIT. We cannot assure you that we would be able to find another lessee or that, if another lessee were found, we would be able to enter into a new lease on similar terms.
We may be required to pay a penalty tax upon the sale of a hotel.
The federal income tax provisions applicable to REITs provide that any gain realized by a REIT on the sale of property held as inventory or other property held primarily for sale to customers in the ordinary course of business is treated as income from a “prohibited transaction” that is subject to a 100% penalty tax. Under current law, unless a sale of real property qualifies for a safe harbor, the question of whether the sale of a hotel (or other property) constitutes the sale of property held primarily for sale to customers is generally a question of the facts and circumstances regarding a particular transaction. We may make sales that do not satisfy the requirements of the safe harbors or the IRS may successfully assert that one or more of our sales are prohibited transactions and, therefore, we may be required to pay a penalty tax.
We may be subject to corporate income tax on certain built-in gains.
We may acquire properties in the future from C corporations, in which we must adopt the C corporation’s tax basis in the acquired asset as our tax basis. If the asset’s fair market value at the time of the acquisition exceeds its tax basis (a “built-in gain”), and we sell that asset within five years of the date on which we acquire it, then we generally will have to pay tax on the built-in gain at the regular U.S. federal corporate income tax rate.
If a transaction intended to qualify as a Section 1031 Exchange is later determined to be taxable, we may face adverse consequences, and if the laws applicable to such transactions are amended or repealed, we may not be able to dispose of properties on a tax deferred basis.
From time to time we may dispose of properties in transactions that are intended to qualify as tax deferred exchanges under Section 1031 of the Code (a “Section 1031 Exchange”). If the qualification of a disposition as a valid Section 1031 Exchange is successfully challenged by the IRS, the disposition may be treated as a taxable exchange. In such case, our taxable income and earnings and profits would increase as would the amount of distributions we are required to make to satisfy the REIT distribution requirements. As a result, we may be required to make additional distributions or, in lieu of that, pay additional corporate income tax, including interest and penalties. To satisfy these obligations, we may be required to borrow funds. In addition, the payment of taxes could cause us to have less cash available to distribute to our stockholders. Moreover, legislation has been and could continue to be enacted that could modify or repeal the laws with respect to Section 1031 Exchanges, which could make it more difficult, or not possible, for us to dispose of properties on a tax deferred basis.
Legislative or other actions affecting REITs could have a negative effect on us.
The rules dealing with federal income taxation are constantly under review by persons involved in the legislative process and by the IRS and the U.S. Department of the Treasury (the “Treasury Department”). Changes to the tax laws, with or without retroactive application, could adversely affect our investors or us. We cannot predict how changes in the tax laws might affect our investors or us. New legislation, Treasury Regulations, administrative interpretations, or court decisions could significantly and negatively affect our ability to qualify as a REIT or the federal income tax consequences of such qualification, or the federal income tax consequences of an investment in us. Also, the law relating to the tax treatment of other entities, or an investment in other entities, could change, making an investment in such other entities more attractive relative to an investment in a REIT.
The TCJA significantly changed the U.S. federal income taxation of U.S. businesses and their owners, including REITs and their stockholders. More recently, the OBBBA introduced several provisions that will affect us, including increasing the taxable REIT subsidiary limit to 25%, permanently reinstating 100% bonus depreciation, and expanding interest deduction limits, along with other changes to federal income tax law. The TCJA and OBBBA remain unclear in many respects and could be subject to potential amendments and technical corrections, as well as interpretations and implementing regulations by the Treasury
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Department and IRS, any of which could lessen or increase the impact of the legislation. In addition, it remains unclear how these U.S. federal income tax changes will affect state and local taxation, which often uses federal taxable income as a starting point for computing state and local tax liabilities.
Risks Related to Our Common Stock and Corporate Structure
The market price of our equity securities may vary substantially.
The trading prices of equity securities issued by REITs may be affected by changes in market interest rates and other factors. During 2025, our closing daily common stock price fluctuated from a low of $7.72 to a high of $12.10. One of the factors that may influence the price of our common stock or preferred stock in public trading markets is the annual yield from distributions on our common stock or preferred stock, if any, as compared to yields on other financial instruments. An increase in market interest rates, or a decrease in our distributions to stockholders, may lead prospective purchasers of our stock to demand a higher annual yield, which could reduce the market price of our equity securities.
In addition, other factors that could affect the market price of our equity securities include the following:
| ● | periods of economic difficulties, including those caused by disease-related outbreaks, which negatively impact our hotel operations and future earnings; |
| ● | inflation causing our expenses to increase at higher rates than our revenue; |
| ● | a U.S. recession impacting the market for common equity generally; |
| ● | actual or anticipated variations in our quarterly or annual results of operations; |
| ● | changes in market valuations or investment return requirements of companies in the hotel or real estate industries; |
| ● | changes in expectations of our future financial performance, changes in our estimates by securities analysts, or failures to achieve those expectations or estimates; |
| ● | the trading volumes of our stock; |
| ● | additional issuances or repurchases of our common stock or other securities, including the issuance or repurchase of our preferred stock; |
| ● | the addition or departure of board members or senior management; |
| ● | disputes with any of our lenders, managers, or franchisors; and |
| ● | announcements by us, our competitors, or other industry participants of acquisitions, investments, or strategic alliances. |
Distributions to our common stockholders may vary, and distributions on our common stock may be made in the form of cash, stock, or a combination of both; however, the IRS may disallow our use of stock dividends to satisfy our distribution requirements.
During the past three years, we paid quarterly cash dividends on our common stock as follows:
| | | | | | | | | | | |
| 2023 | | 2024 | | 2025 | | 2026 | ||||
January | $ | 0.05 | | $ | 0.13 | | $ | 0.09 | | $ | 0.09 |
April | $ | 0.05 | | $ | 0.07 | | $ | 0.09 | | | |
July | $ | 0.05 | | $ | 0.09 | | $ | 0.09 | | | |
October | $ | 0.07 | | $ | 0.09 | | $ | 0.09 | | | |
Any future common stock dividends will be determined by our board of directors after considering our long-term operating projections, expected capital requirements, and risks affecting our business. Furthermore, our board of directors may elect to pay dividends on our common stock by any means allowed under the Code, including a combination of cash and shares of our common stock. We cannot assure you as to the timing or amount of future dividends on our common stock.
As a REIT, we are required to distribute at least 90% of our REIT taxable income to our stockholders. Typically, we generate cash for distributions through our operations, the disposition of assets, or the incurrence of additional debt. We have elected in the past, and may elect in the future, to pay dividends on our common stock in cash, shares of common stock, or a combination of cash and shares of common stock. Changes in our dividend policy could adversely affect the price of our stock.
We may elect to satisfy our REIT distribution requirements in the form of shares of our common stock along with cash. We have previously received private letter rulings from the IRS regarding the treatment of these distributions for purposes of satisfying our REIT distribution requirements. Since then, the IRS issued Revenue Procedure 2017-45, allowing REITs to limit the cash
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component of their dividends to not less than 20% if certain procedures are followed. More recently, the IRS issued Revenue Procedure 2021-53, temporarily reducing the cash component of a REIT’s dividends to not less than 10%. However, we have no assurance that the IRS will continue to provide such relief in the future; in which case, we may make cash/common stock distributions prior to receiving a private letter ruling. Should the IRS disallow our future use of cash/common stock dividends, the distribution would not qualify for purposes of meeting our distribution requirements, and we would need to make additional all cash distributions to satisfy the distribution requirement through the use of the deficiency dividend procedures outlined in the Code.
Shares of our common stock that are or become available for sale could affect the stock price.
We have in the past, and may in the future, issue additional shares of common stock to raise capital to finance hotel acquisitions, fund capital expenditures, redeem our preferred stock, repay indebtedness or for other corporate purposes. Sales of a substantial number of shares of our common stock, or the perception that sales could occur, could adversely affect prevailing market prices for our common stock. In addition, we have reserved 9.3 million shares of our common stock for issuance under the Company’s 2022 Incentive Award Plan, and 6,247,280 shares remained available for future issuance as of December 31, 2025.
Our earnings and cash distributions may affect the market price of our common stock.
We believe that the market value of a REIT’s equity securities is based primarily on the value of the REIT’s owned real estate, capital structure, debt levels and perception of the REIT’s growth potential and its current and potential future cash distributions, whether from operations, sales, acquisitions, development or refinancings. Because our market value is based on a combination of factors, shares of our common stock may trade at prices that are higher or lower than the value per share of our underlying net assets. To the extent we retain operating cash flow for investment purposes, working capital reserves or other purposes rather than distributing the cash flow to stockholders, these retained funds, while increasing the value of our underlying assets, may negatively impact the market price of our common stock. Our failure to meet our expectations or the market’s expectation with regard to future earnings and cash distributions would likely adversely affect the market price of our common stock.
Our stock repurchase program may not enhance long-term stockholder value, could cause volatility in the price of our common and preferred stock and could diminish our cash reserves.
Our board of directors has authorized a stock repurchase program up to an aggregate amount of $500 million of common and preferred stock. This authorization does not obligate us to repurchase any stock and the program may be limited, suspended, or discontinued at any time. The repurchasing of our stock pursuant to the program could affect our stock prices and increase volatility. The existence of our stock repurchase program could cause our stock price to be higher than it would be in the absence of such a program. Additionally, our stock repurchase program could diminish our cash reserves, which may impact our ability to fund future growth and to pursue other strategic opportunities. If we conduct repurchases, there can be no assurance that it will enhance stockholder value because the market price of our stock may decline below the levels at which the repurchases were completed.
Provisions of Maryland law and our organizational documents may limit the ability of a third party to acquire control of the Company and may serve to limit our stock price.
Provisions of Maryland law and our charter and bylaws could have the effect of discouraging, delaying or preventing transactions that involve an actual or threatened change in control of us, and may have the effect of entrenching our management and members of our board of directors, regardless of performance. These provisions include the following:
Aggregate Stock and Common Stock Ownership Limits. In order for us to qualify as a REIT, no more than 50% of the value of outstanding shares of our stock may be owned, actually or constructively, by five or fewer individuals at any time during the last half of each taxable year. To assure that we will not fail to qualify as a REIT under this test, subject to some exceptions, our charter prohibits any stockholder from owning beneficially or constructively more than 9.8% (in number or value, whichever is more restrictive) of the outstanding shares of our common stock or more than 9.8% of the value of the outstanding shares of our capital stock. Any attempt to own or transfer shares of our capital stock in excess of the ownership limit without the consent of our board of directors will be void and could result in the shares (and all dividends thereon) being automatically transferred to a charitable trust. The board of directors has granted waivers of the aggregate stock and common stock ownership limits to certain “look through entities” such as mutual or investment funds. This ownership limitation may prevent a third party from acquiring control of us if our board of directors does not grant an exemption from the ownership limitation, even if our stockholders believe the change in control is in their best interests. These restrictions will not apply if our board of directors determines that it no longer is in our best interests to continue to qualify as a REIT, or that compliance with the restrictions on transfer and ownership no longer is required for us to qualify as a REIT.
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Authority to Issue Stock. Our charter authorizes our board of directors to cause us to issue up to 500,000,000 shares of common stock and up to 100,000,000 shares of preferred stock. Our charter authorizes our board of directors to amend our charter without stockholder approval to increase or decrease the aggregate number of shares of stock or the number of shares of any class or series of our stock that it has authority to issue, to classify or reclassify any unissued shares of our common stock or preferred stock and to set the preferences, rights and other terms of the classified or reclassified shares. Issuances of additional shares of stock may have the effect of delaying or preventing a change in control of our company, including change of control transactions offering a premium over the market price of shares of our common stock, even if our stockholders believe that a change of control is in their interest.
Number of Directors, Board Vacancies, Term of Office. Under our charter and bylaws, we have elected to be subject to certain provisions of Maryland law which vest in the board of directors the exclusive right to determine the number of directors and the exclusive right, by the affirmative vote of a majority of the remaining directors, to fill vacancies on the board even if the remaining directors do not constitute a quorum. Any director elected to fill a vacancy will hold office until the next annual meeting of stockholders, and until his or her successor is elected and qualifies. As a result, stockholder influence over these matters is limited. Notwithstanding the foregoing, we amended our corporate governance guidelines in 2017 to provide that the board shall be required to accept any resignation tendered by a nominee who is already serving as a director if such nominee shall have received more votes “against” or “withheld” than “for” his or her election at each of two consecutive annual meetings of stockholders for the election of directors at which a quorum was present and the number of director nominees equaled the number of directors to be elected at each such annual meeting of stockholders.
Limitation on Stockholder Requested Special Meetings. Our bylaws provide that our stockholders have the right to call a special meeting only upon the written request of the stockholders entitled to cast not less than a majority of all the votes entitled to be cast by the stockholders at such meeting. This provision makes it more difficult for stockholders to call special meetings.
Advance Notice Provisions for Stockholder Nominations and Proposals. Our bylaws require advance written notice for stockholders to nominate persons for election as directors at, or to bring other business before, any meeting of our stockholders. This bylaw provision limits the ability of our stockholders to make nominations of persons for election as directors or to introduce other proposals unless we are notified and provided certain required information in a timely manner prior to the meeting.
Authority of our Board to Amend our Bylaws. Our bylaws may be amended, altered, repealed or rescinded (a) by our board of directors or (b) by the stockholders, by the affirmative vote of a majority of all the votes entitled to be cast generally in the election of directors, except with respect to amendments to the provision of our bylaws regarding our opt out of the Maryland Business Combination and Control Share Acquisition Acts, which must be approved by the affirmative vote of a majority of votes cast by stockholders entitled to vote generally in the election of directors.
Duties of Directors. Maryland law requires that a director perform his or her duties as follows: in good faith; in a manner he or she reasonably believes to be in the best interests of the corporation; and with the care that an ordinary prudent person in a like position would use under similar circumstances. The duty of the directors of a Maryland corporation does not require them to: accept, recommend or respond on behalf of the corporation to any proposal by a person seeking to acquire control of the corporation; authorize the corporation to redeem any rights under, or modify or render inapplicable, a stockholders’ rights plan; elect on behalf of the corporation to be subject to or refrain from electing on behalf of the corporation to be subject to the unsolicited takeover provisions of Maryland law; make a determination under the Maryland Business Combination Act or the Maryland Control Share Acquisition Act; or act or fail to act solely because of the effect the act or failure to act may have on an acquisition or potential acquisition of control of the corporation or the amount or type of consideration that may be offered or paid to the stockholders in an acquisition. Moreover, under Maryland law the act of the directors of a Maryland corporation relating to or affecting an acquisition or potential acquisition of control is not subject to any higher duty or greater scrutiny than is applied to any other act of a director. Maryland law also contains a statutory presumption that an act of a director of a Maryland corporation satisfies the applicable standards of conduct for directors under Maryland law. These provisions increase the ability of our directors to respond to a takeover and may make it more difficult for a third party to effect an unsolicited takeover.
Unsolicited Takeover Provisions. Provisions of Maryland law permit the board of a corporation with a class of equity securities registered under the Exchange Act and at least three independent directors, without stockholder approval, to implement possible takeover defenses, such as a classified board or a two-thirds vote requirement for removal of a director. These provisions, if implemented, may make it more difficult for a third party to effect a takeover. In April 2013, however, we amended our charter to prohibit us from dividing directors into classes unless such action is first approved by the affirmative vote of a majority of the votes cast on the matter by stockholders entitled to vote generally in the election of directors.
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Our board of directors may change our significant corporate policies without the consent of our stockholders.
Our board of directors determines our significant corporate policies, including those related to acquisitions, financing, borrowing, qualification as a REIT, and distributions to our stockholders. These policies may be amended or revised at any time at the discretion of our board of directors without the consent of our stockholders. Any policy changes could have an adverse effect on our financial condition, results of operations, the trading price of our common stock, and our ability to make distributions to our common and preferred stockholders.
We may be subject to actions or proposals from stockholders that do not align with our business strategies.
We value constructive input from investors and regularly engage in dialogue with our stockholders regarding strategy and performance. While our board of directors and management team welcome stockholder perspectives with the goal of enhancing long-term value, we may be subject to actions or proposals from stockholders that do not align with our business strategies. Responding to such actions or proposals could divert the attention of management and our board of directors from our business operations, consume company resources, and result in increased volatility in the market price of our common stock.
Item 1B. | Unresolved Staff Comments |
None.
Item 1C. | Cybersecurity |
Cybersecurity Risk Management and Strategy
We have developed and implemented a cybersecurity risk management program intended to protect the confidentiality, integrity, and availability of our critical systems and information. Our cybersecurity risk management program includes a cybersecurity incident response plan designed to restore business operations as quickly and as orderly as possible in the event of a cybersecurity incident.
Our program is informed by the International Standards Organization (“ISO”) 27000, ISO 27001, and National Institute of Standards and Technology Cybersecurity Framework (“NIST CSF”). This does not imply that we meet any particular technical standards, specifications, or requirements, only that we use the ISO 27000, ISO 27001 and NIST CSF as guides to help us identify, assess, and manage cybersecurity risks relevant to our business.
Our cybersecurity risk management program includes:
| ● | risk assessments designed to help identify material cybersecurity risks to our critical systems and information; |
| ● | an information technology department principally responsible for managing (1) our cybersecurity risk assessment processes, (2) our security controls, and (3) our response to cybersecurity incidents; |
| ● |
| ● | cybersecurity awareness training of our employees and senior management; and |
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| ● | business continuity, contingency, and recovery plans, including a cybersecurity incident response plan with procedures for responding to cybersecurity incidents. |
Cybersecurity Governance
The committee receives quarterly reports from management on our cybersecurity risks. In addition, management updates the committee, as necessary, regarding any significant cybersecurity incidents.
The committee reports to the board regarding its activities, including those related to cybersecurity. The board also receives
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Item 2.Properties
The following table sets forth additional summary information with respect to our hotels as of December 31, 2025:
| | | | | | | | | | |
Hotel | | City | | State | | Chain Scale | | Rooms | | Manager |
Andaz Miami Beach | | Miami Beach | | Florida | | Luxury | | 287 | | Hyatt |
Four Seasons Resort Napa Valley | | Calistoga | | California | | Luxury | | 85 | | Four Seasons |
Hilton San Diego Bayfront (1) | | San Diego | | California | | Upper Upscale | | 1,190 | | Hilton |
Hyatt Regency San Antonio Riverwalk | | San Antonio | | Texas | | Upper Upscale | | 630 | | Hyatt |
Hyatt Regency San Francisco | | San Francisco | | California | | Upper Upscale | | 821 | | Hyatt |
JW Marriott New Orleans (1) | | New Orleans | | Louisiana | | Luxury | | 501 | | Marriott |
Marriott Boston Long Wharf | | Boston | | Massachusetts | | Upper Upscale | | 415 | | Marriott |
Marriott Long Beach Downtown | | Long Beach | | California | | Upper Upscale | | 376 | | Marriott |
Montage Healdsburg | | Healdsburg | | California | | Luxury | | 130 | | Montage |
Oceans Edge Resort & Marina | | Key West | | Florida | | Upper Upscale | | 175 | | Singh |
Renaissance Orlando at SeaWorld® | | Orlando | | Florida | | Upper Upscale | | 781 | | Marriott |
The Bidwell Marriott Portland | | Portland | | Oregon | | Upper Upscale | | 258 | | Sage |
The Westin Washington, DC Downtown | | Washington | | District of Columbia | | Upper Upscale | | 807 | | Marriott |
Wailea Beach Resort | | Wailea | | Hawaii | | Upper Upscale | | 543 | | Marriott |
| | | | | | | | | | |
Total number of rooms | | | | | | | | 6,999 | | |
| (1) | Subject to a ground or airspace lease with an unaffiliated third party. The airspace lease at the JW Marriott New Orleans applies only to certain balcony space that is not integral to the hotel’s operations. |
Item 3. | Legal Proceedings |
We are involved from time to time in various claims and legal actions in the ordinary course of our business. We do not believe that the outcome of any such pending legal matters will have a material adverse effect on our financial position or results of operations when resolved.
Item 4. | Mine Safety Disclosures |
Not applicable.
PART II
Item 5. | Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities |
Market Information
Our common stock is traded on the New York Stock Exchange under the symbol “SHO.”
Stockholder Information
As of February 20, 2026, we had approximately 20 holders of record of our common stock. However, because many of the shares of our common stock are held by brokers and other institutions on behalf of stockholders, we believe there are substantially more beneficial holders of our common stock than record holders. In order to comply with certain requirements related to our qualification as a REIT, our charter limits the number of common shares that may be owned by any single person or affiliated group to 9.8% of the outstanding common shares, subject to the ability of our board to waive this limitation under certain conditions.
Distribution Information
In order to maintain our qualification for taxation as a REIT, we intend to distribute annually at least 90% of our REIT taxable income. We expect to continue to pay cash dividends on our common stock in 2026. Consistent with past practice and to the extent
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that the expected regular quarterly dividends for 2026 do not satisfy the annual distribution requirements, we expect to satisfy the annual distribution requirement by paying an additional dividend amount in January 2027. The level of any future quarterly common stock dividends will be determined by our board of directors after considering long-term operating projections, expected capital requirements and risks affecting our business.
Securities Authorized for Issuance Under Equity Compensation Plan
Information relating to compensation plans under which our equity securities are authorized for issuance is set forth in Part III, Item 12 of this Annual Report on Form 10-K.
Sales of Unregistered Securities
None.
Issuer Purchases of Equity Securities
In February 2023, our board of directors reauthorized and restored our existing stock repurchase program, allowing us to acquire up to $500.0 million of our aggregate common and preferred stock (the “Stock Repurchase Program”). As of December 31, 2025, we had $323.9 million remaining under the Stock Repurchase Program.
In February 2026, our board of directors reauthorized and restored our existing Stock Repurchase Program, allowing us to acquire up to $500.0 million of our aggregate common and preferred stock. In 2026, prior to the reauthorization, we had repurchased 729,467 shares of our common and preferred stock for a total purchase price of $7.6 million, including fees and commissions, leaving $316.3 million remaining under the Stock Repurchase Program. The Stock Repurchase Program has no stated expiration date. Future repurchases will depend on various factors, including our capital needs and restrictions under our various financing agreements, as well as the price of our common and preferred stock.
The following table sets forth information regarding our repurchases of shares of our common stock pursuant to the Stock Repurchase Program during the quarter ended December 31, 2025:
| | | | | | | | | | | |
| | | | | | | | | Maximum Number (or | ||
| | | | | | | Total Number of | | Appropriate Dollar | ||
| | | | | | | Shares Purchased | | Value) of Shares that | ||
| | Total Number | | | | | as Part of Publicly | | May Yet Be Purchased | ||
| | of Shares | | Average Price | | Announced Plans | | Under the Plans or | |||
Period | | Purchased | | Paid per Share | | or Programs | | Programs | |||
October 1, 2025 — October 31, 2025 | | — | | $ | — | | — | | $ | 327,011,181 | |
November 1, 2025 — November 30, 2025 | | 11,145 | | $ | 8.74 | | 11,145 | | $ | 326,913,773 | |
December 1, 2025 — December 31, 2025 | | 196,846 | | $ | 8.95 | | 196,846 | | $ | 323,880,971 | |
Total | | 207,991 | | $ | 8.94 | | 207,991 | | $ | 323,880,971 | |
The following table sets forth information regarding our repurchases of shares of our Series H preferred stock pursuant to the Stock Repurchase Program during the quarter ended December 31, 2025:
| | | | | | | | | | |
| | | | | | | | | Maximum Number (or | |
| | | | | | | Total Number of | | Appropriate Dollar | |
| | | | | | | Shares Purchased | | Value) of Shares that | |
| | Total Number | | | | | as Part of Publicly | | May Yet Be Purchased | |
| | of Shares | | Average Price | | Announced Plans | | Under the Plans or | ||
Period | | Purchased | | Paid per Share | | or Programs | | Programs | ||
October 1, 2025 — October 31, 2025 | | — | | $ | — | | — | | $ | 327,011,181 |
November 1, 2025 — November 30, 2025 | | — | | $ | — | | — | | $ | 326,913,773 |
December 1, 2025 — December 31, 2025 | | 54,097 | | $ | 20.28 | | 54,097 | | $ | 323,880,971 |
Total | | 54,097 | | $ | 20.28 | | 54,097 | | $ | 323,880,971 |
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The following table sets forth information regarding our repurchases of shares of our Series I preferred stock pursuant to the Stock Repurchase Program during the quarter ended December 31, 2025:
| | | | | | | | | | |
| | | | | | | | | Maximum Number (or | |
| | | | | | | Total Number of | | Appropriate Dollar | |
| | | | | | | Shares Purchased | | Value) of Shares that | |
| | Total Number | | | | | as Part of Publicly | | May Yet Be Purchased | |
| | of Shares | | Average Price | | Announced Plans | | Under the Plans or | ||
Period | | Purchased | | Paid per Share | | or Programs | | Programs | ||
October 1, 2025 — October 31, 2025 | | — | | $ | — | | — | | $ | 327,011,181 |
November 1, 2025 — November 30, 2025 | | — | | $ | — | | — | | $ | 326,913,773 |
December 1, 2025 — December 31, 2025 | | 9,027 | | $ | 19.25 | | 9,027 | | $ | 323,880,971 |
Total | | 9,027 | | $ | 19.25 | | 9,027 | | $ | 323,880,971 |
Item 6. | Reserved |
Item 7. | Management’s Discussion and Analysis of Financial Condition and Results of Operations |
The following discussion should be read together with the consolidated financial statements and related notes included elsewhere in this report. This discussion focuses on our financial condition and results of operations for the year ended December 31, 2025 as compared to the year ended December 31, 2024. A discussion and analysis of the year ended December 31, 2024 as compared to the year ended December 31, 2023 is included in our Annual Report on Form 10-K, filed with the Securities and Exchange Commission on February 21, 2025, under the caption “Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations.”
Overview
Sunstone Hotel Investors, Inc. is a Maryland corporation. We operate as a self-managed and self-administered real estate investment trust (“REIT”). A REIT is a corporation that directly or indirectly owns real estate assets and has elected to be taxable as a real estate investment trust for federal income tax purposes. To qualify for taxation as a REIT, the REIT must meet certain requirements, including regarding the composition of its assets and the sources of its income. REITs generally are not subject to federal income taxes at the corporate level as long as they pay stockholder dividends equivalent to 100% of their taxable income. REITs are required to distribute to stockholders at least 90% of their REIT taxable income. We own, directly or indirectly, 100% of the interests of Sunstone Hotel Partnership, LLC, (the “Operating Partnership”), which is the entity that directly or indirectly owns our hotels. We also own 100% of the interests of our taxable REIT subsidiary, Sunstone Hotel TRS Lessee, Inc. (the “TRS Lessee”), which, directly or indirectly, leases all of our hotels from the Operating Partnership, and engages independent third parties to manage our hotels.
We own hotels in convention, urban, and resort destinations that benefit from significant barriers to entry by competitors and diverse economic drivers. As of December 31, 2025, we owned 14 hotels. All of our hotels are operated under nationally recognized brands, except the Oceans Edge Resort & Marina, which operates independently.
The following tables summarize our total portfolio and room data from January 1, 2024 through December 31, 2025:
| | | | | |
| | 2025 | | 2024 |
|
Portfolio Data—Hotels | | | | | |
Number of hotels—beginning of year |
| 15 |
| 14 | |
Add: Acquisitions | | — | | 1 | |
Less: Dispositions |
| (1) |
| — | |
Number of hotels—end of year |
| 14 | | 15 | |
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| | | | | |
| | 2025 | | 2024 |
|
Portfolio Data—Rooms | | | | | |
Number of rooms—beginning of year |
| 7,253 |
| 6,675 | |
Add: Acquisitions | | — | | 630 | |
Less: Dispositions | | (252) | | — | |
Less: Renovation adjustments, net (1) |
| (2) | | (52) | |
Number of rooms—end of year |
| 6,999 |
| 7,253 | |
Average rooms per hotel—end of year |
| 500 |
| 484 | |
| (1) | Concurrent with our renovations, we removed two rooms at the Wailea Beach Resort to form two residential-style suites in 2025. Similarly, in 2024, we removed fifty-two rooms at The Confidante Miami Beach in conjunction with its transition to Andaz Miami Beach to increase the number of suites and premium room types. In addition, in 2024 we removed two rooms at Wailea Beach Resort to form two residential-style suites and added two rooms at Marriott Long Beach Downtown. |
2025 Summary
Demand. Excluding The Confidante Miami Beach and Renaissance Long Beach (the “Two Renovation Hotels”) due to their significant renovations as they transitioned to Andaz Miami Beach and Marriott Long Beach Downtown, respectively, occupancy at the 11 hotels we owned during the entirety of 2024 and 2025 (the “Comparable Portfolio”) improved as follows:
| | | | | | | | | | | |
| Quarters Ended | | Year Ended | ||||||||
| March 31 | June 30 | September 30 | December 31 | | December 31 | |||||
2025 | 73.1 | % | 77.9 | % | 73.6 | % | 68.4 | % | | 73.2 | % |
2024 | 72.1 | % | 76.6 | % | 72.9 | % | 67.0 | % | | 72.2 | % |
During 2025, we saw continued strength in group demand, primarily at Hyatt Regency San Francisco, Wailea Beach Resort, The Bidwell Marriott Portland, Montage Healdsburg, and Hilton San Diego Bayfront. In addition, we saw strong corporate demand at The Bidwell Marriott Portland, The Westin Washington, DC Downtown, Marriott Boston Long Wharf, and Hyatt Regency San Francisco driven in part by airline crew contracts. These positive impacts were partially offset by the slower recovery of leisure demand in Maui and by displacement associated with the completion of a rooms renovation at the Wailea Beach Resort, both of which negatively affected transient demand, as well as by lower leisure demand at Oceans Edge Resort & Marina. In addition, Hilton San Diego Bayfront, Marriott Boston Long Wharf, and The Westin Washington, DC Downtown were negatively impacted by a reduction in government-related travel, including organizations whose conferences are partially funded by the government and the effect of the government shut down in the fourth quarter of 2025.
Disposition. In June 2025, we sold the Hilton New Orleans St. Charles, located in Louisiana for a gross sale price of $47.0 million and recorded a loss of $8.8 million.
Significant Renovations. During 2025, our significant renovations primarily consisted of the completion of the Andaz Miami Beach transformation, resulting in the resort reopening in May 2025, a rooms renovation at Wailea Beach Resort, and renovations of the meeting spaces at Hyatt Regency San Antonio Riverwalk and Hilton San Diego Bayfront.
Debt Transactions. In April 2025, we exercised our option to extend the maturity date of the previous Term Loan 3 from May 2025 to May 2026.
In September 2025, we entered into the Third Amended and Restated Credit Agreement (the “Amended Credit Agreement”), which expanded our unsecured debt borrowing capacity and extended the maturity of our term loans. The Amended Credit Agreement continues to provide for a $500.0 million revolving credit facility and increases the aggregate amount of our term loan facilities from $675.0 million (on four existing term loans) to $850.0 million (on three new term loans). Inclusive of extension options, the revolving credit facility and new term loan facilities under the Amended Credit Agreement mature at various points in 2030 and 2031, respectively, but are freely prepayable at any time. The revolving credit facility and the new term loan facilities bear interest pursuant to a leverage-based pricing grid ranging from 1.40% to 2.25% and 1.35% to 2.20%, respectively, over the applicable term SOFR. In connection with the new term loan facilities, we entered into a series of interest rate swaps to lower our borrowing cost and better manage interest rate risk.
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For more details on our debt transactions, see disclosures under the Debt caption included in “Liquidity and Capital Resources” below.
Capital Transactions. During 2025, we repurchased the following shares under our stock repurchase program:
| ● | Common stock: 11,589,722 shares at an average purchase price per share of $8.83; |
| ● | Series H Cumulative Redeemable Preferred Stock (“Series H preferred stock”): 54,097 shares at an average purchase price per share of $20.28; and |
| ● | Series I Cumulative Redeemable Preferred Stock (“Series I preferred stock”): 9,027 shares at an average purchase price per share of $19.25. |
As of December 31, 2025, approximately $323.9 million of authorized capacity remained under our stock repurchase program.
Operating Activities
Revenues. Substantially all of our revenues are derived from the operation of our hotels. Specifically, our revenues consist of the following:
| ● | Room revenue, which is comprised of revenue realized from the sale of rooms at our hotels; |
| ● | Food and beverage revenue, which is comprised of revenue realized in the hotel food and beverage outlets as well as banquet and catering events; and |
| ● | Other operating revenue, which includes ancillary hotel revenue and other items primarily driven by occupancy such as telephone/internet, parking, spa, destination and resort fees, entertainment, and other guest services. Additionally, this category includes, among other things, attrition and cancellation revenue, tenant revenue derived from hotel space and marina slips leased by third parties, winery revenue, any business interruption proceeds and any performance guarantee or reimbursements to offset net losses. |
Expenses. Our expenses consist of the following:
| ● | Room expense, which is primarily driven by occupancy and, therefore, has a significant correlation with room revenue; |
| ● | Food and beverage expense, which is primarily driven by hotel food and beverage sales and banquet and catering bookings and, therefore, has a significant correlation with food and beverage revenue; |
| ● | Other operating expense, which includes the corresponding expense of other operating revenue, advertising and promotion, repairs and maintenance, utilities, and franchise costs; |
| ● | Property tax, ground lease and insurance expense, which includes the expenses associated with property tax, ground lease and insurance payments, each of which is primarily a fixed expense, however property tax is subject to regular revaluations based on the specific tax regulations and practices of each municipality, along with our cash and noncash operating lease expenses, general excise tax assessed by Hawaii and taxes assessed on commercial rents by San Francisco and Texas; |
| ● | Other property-level expenses, which includes our property-level general and administrative expenses, such as payroll, benefits, and other employee-related expenses, contract and professional fees, credit and collection expenses, employee recruitment, relocation and training expenses, labor dispute expenses, consulting fees, management fees, and other expenses; |
| ● | Corporate overhead expense, which includes our corporate-level expenses, such as payroll, benefits, and other employee-related expenses, amortization of deferred stock compensation, business acquisition and due diligence expenses, legal expenses, contract and professional fees, board of director expenses, entity-level state franchise and minimum taxes, travel expenses, office rent, and other customary expenses; and |
| ● | Depreciation and amortization expense, which includes depreciation on our hotel buildings, improvements, and FF&E, along with amortization on our franchise fees and certain intangibles. Additionally, this category includes depreciation and amortization related to FF&E for our corporate office. |
Other Revenue and Expense. Other revenue and expense consists of the following:
| ● | Interest and other income, which includes interest we have earned on our restricted and unrestricted cash accounts, as well as any energy or other rebates, net property insurance proceeds we have received, miscellaneous income, and any gains or losses we have recognized on sales or redemptions of assets other than real estate investments; |
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| ● | Interest expense, which includes interest expense incurred on our outstanding fixed and variable rate debt, gains or losses on interest rate derivatives, amortization of deferred financing costs, and any loan fees incurred on our debt, net of any capitalized interest; |
| ● | Gain (loss) on sale of assets, net, which includes the gains or losses we recognized on our hotel sales, including the net gains related to the resolution of contingencies, that do not qualify as discontinued operations; |
| ● | Gain (loss) on extinguishment of debt, which includes gains related to the resolution of contingencies on extinguished debt and losses recognized on amendments or early repayments of mortgages or other debt obligations from the accelerated amortization of deferred financing costs, along with any other costs; |
| ● | Income tax (provision) benefit, net, which includes federal and state income taxes charged to us net of any refundable credits or refunds received, any adjustments to deferred tax assets, liabilities or valuation allowances, and any adjustments to unrecognized tax positions, along with any related interest and penalties incurred; and |
| ● | Preferred stock dividends, net of gain on repurchases, which includes dividends accrued on our Series G Cumulative Redeemable Preferred Stock (“Series G preferred stock”), Series H preferred stock, and Series I preferred stock, net of any preferred stock repurchased at a discount to its carrying value, along with the related write-off of any original issuance costs previously included in additional paid in capital. |
Operating Performance Indicators. The following performance indicators are commonly used in the hotel industry:
| ● | Occupancy, which is the quotient of total rooms sold divided by total rooms available; |
| ● | Average daily room rate, or ADR, which is the quotient of room revenue divided by total rooms sold; |
| ● | Revenue per available room, or RevPAR, which is the product of occupancy and ADR, and does not include food and beverage revenue, or other operating revenue; |
| ● | RevPAR index, which is the quotient of a hotel’s RevPAR divided by the average RevPAR of its competitors, multiplied by 100. A RevPAR index in excess of 100 indicates a hotel is achieving higher RevPAR than the average of its competitors. In addition to absolute RevPAR index, we monitor changes in RevPAR index; |
| ● | EBITDAre, which is net income excluding: interest expense; benefit or provision for income taxes, including any changes to deferred tax assets, liabilities or valuation allowances and income taxes applicable to the sale of assets; depreciation and amortization; gains or losses on disposition of depreciated property (including gains or losses on change in control); and any impairment write-downs of depreciated property; |
| ● | Adjusted EBITDAre, which is EBITDAre adjusted to exclude: amortization of deferred stock compensation; amortization of contract intangibles; amortization of right-of-use assets and obligations; the impact of any gain or loss from undepreciated asset sales or property damage from natural disasters; any lawsuit settlement costs; the write-off of development costs associated with abandoned projects; property-level restructuring, severance, and management transition costs; pre-opening costs associated with extensive renovation projects; debt resolution costs; and any other nonrecurring identified adjustments; |
| ● | Funds from operations (“FFO”) attributable to common stockholders, which is net income and preferred stock dividends, including any gains or losses on the redemptions or repurchases of preferred stock, excluding: gains and losses from sales of property; real estate-related depreciation and amortization (excluding amortization of deferred financing costs and right-of-use assets and obligations); and any real estate-related impairment losses; and |
| ● | Adjusted FFO attributable to common stockholders, which is FFO attributable to common stockholders adjusted to exclude: amortization of deferred stock compensation; amortization of contract intangibles; real estate-related amortization of right-of-use assets and obligations; noncash interest on our derivatives; income tax benefits or provisions associated with any changes to deferred tax assets, liabilities or valuation allowances, the application of net operating loss carryforwards, uncertain tax positions or with the sale of assets; gains or losses due to property damage from natural disasters; any lawsuit settlement costs; the write-off of development costs associated with abandoned projects; non-real estate-related impairment losses; property-level restructuring, severance, and management transition costs; pre-opening costs associated with extensive renovation projects; debt resolution costs; gains or losses on the redemptions or repurchases of preferred stock; and any other nonrecurring identified adjustments. |
Factors Affecting Our Operating Results. The primary factors affecting our operating results include overall demand for hotel rooms, the pace of new hotel development, or supply, and the relative performance of our operators in increasing revenue and controlling hotel operating expenses.
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| ● | Demand. The demand for lodging has traditionally been closely linked with the performance of the general economy. Our hotels are classified as either upper upscale or luxury hotels. In periods of economic difficulties, including those caused by inflation or recession, these types of hotels may be more susceptible to a decrease in revenue, as compared to hotels in other categories that have lower room rates in part because upper upscale and luxury hotels generally target business and leisure travelers at higher price points, and these groups may seek to curtail spending in periods of economic decline. In addition, changes in the value of the U.S. dollar relative to other currencies may impact the demand for our hotels by making international travel more or less affordable. Also, operating results at our hotels may be negatively affected by uncertainty surrounding certain international economic and political relationships, including political disputes and unfavorable perceptions of travel to the U.S., which could further reduce international travel demand. Also, volatility in transportation fuel costs, increases in air and ground travel costs, decreases in airline capacity, government shutdowns, the imposition of tariffs, and prolonged periods of inclement weather in our markets may reduce the demand for our hotels. |
| ● | Supply. The addition of new competitive hotels affects the ability of existing hotels to attract demand for lodging and, therefore, impacts the ability to generate growth in RevPAR and profits. The development of new hotels is largely driven by construction costs, the cost and availability of financing, and the expected performance of existing hotels. We believe that both new hotel construction and new hotel openings were delayed or even cancelled over the past several years due to construction supply constraints, the cost and availability of financing, and inflationary pressures on the cost of building materials, which made new hotel development less financially feasible. We believe that many of these same factors combined with the recent imposition of tariffs will continue to discourage new hotel supply in many markets, although some markets may experience new hotel openings at or greater than historical levels. Separate from the development of new hotels, an increase in the supply of vacation rental or sharing services such as Airbnb may negatively affect the ability of existing hotels to generate growth in RevPAR and profits. |
| ● | Revenues and expenses. We believe that marginal improvements in RevPAR index, even in the face of declining revenues, are a good indicator of the relative quality and appeal of our hotels, and our operators’ effectiveness in maximizing revenues. Similarly, we also evaluate our operators’ effectiveness in minimizing incremental operating expenses in the context of increasing revenues or, conversely, in reducing operating expenses in the context of declining revenues. Inflationary pressures could increase operating costs, which could limit our operators’ effectiveness in minimizing expenses. |
Operating Results. The following table presents our operating results for the years ended December 31, 2025 and 2024, including the amount and percentage change in the results between the two periods.
| | | | | | | | | | | | |
| | 2025 | | 2024 | | Change $ | | Change % | ||||
| | (in thousands, except statistical data) |
| |||||||||
REVENUES | | | | | | | | | | | | |
Room | | $ | 582,669 | | $ | 559,061 | | $ | 23,608 | | 4.2 | % |
Food and beverage | | | 278,680 | |
| 256,222 | | | 22,458 | | 8.8 | % |
Other operating | | | 98,777 | |
| 90,526 | | | 8,251 | | 9.1 | % |
Total revenues | | | 960,126 | |
| 905,809 | | | 54,317 | | 6.0 | % |
OPERATING EXPENSES | | | | | | | | | | | | |
Hotel operating | | | 600,964 | |
| 562,827 | | | 38,137 | | 6.8 | % |
Other property-level expenses | | | 117,348 | |
| 110,833 | | | 6,515 | | 5.9 | % |
Corporate overhead | | | 31,590 | |
| 29,050 | | | 2,540 | | 8.7 | % |
Depreciation and amortization | | | 134,508 | | | 124,507 | | | 10,001 | | 8.0 | % |
Total operating expenses | | | 884,410 | |
| 827,217 | | | 57,193 | | 6.9 | % |
| | | | | | | | | | | | |
Interest and other income | | | 10,964 | |
| 13,179 | | | (2,215) | | (16.8) | % |
Interest expense | | | (52,965) | |
| (50,125) | | | (2,840) | | (5.7) | % |
(Loss) gain on sale of assets, net | | | (8,751) | |
| 457 | | | (9,208) | | (2,014.9) | % |
(Loss) gain on extinguishment of debt | | | (180) | | | 59 | | | (239) | | (405.1) | % |
Income before income taxes | | | 24,784 | |
| 42,162 | | | (17,378) | | (41.2) | % |
Income tax (provision) benefit, net | | | (216) | |
| 1,100 | |
| (1,316) | | (119.6) | % |
NET INCOME | | | 24,568 | |
| 43,262 | | | (18,694) | | (43.2) | % |
Preferred stock dividends, net of gain on repurchases | | | (16,110) | |
| (15,228) | | | (882) | | (5.8) | % |
INCOME ATTRIBUTABLE TO COMMON STOCKHOLDERS | | $ | 8,458 | | $ | 28,034 | | $ | (19,576) | | (69.8) | % |
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Summary of Operating Results. The following items significantly impact the year-over-year comparability of our operations:
| ● | Hotel Acquisition: In April 2024, we acquired the Hyatt Regency San Antonio Riverwalk. As a result, our 2025 revenues, operating expenses, and depreciation expense are not comparable to 2024. |
| ● | Hotel Renovations: Due to the significant renovations at the Two Renovation Hotels, our 2025 revenues and operating expenses are not comparable to 2024. |
| ● | Hotel Disposition: In June 2025, we sold the Hilton New Orleans St. Charles. As a result, our 2025 revenues, operating expenses, and depreciation expense are not comparable to 2024. |
Room Revenue. Room revenue increased $23.6 million, or 4.2%, in 2025 as compared to 2024 as follows:
| ● | The Two Renovation Hotels caused room revenue to increase by $15.6 million. Occupancy increased 2,000 basis points and the average daily room rate increased 15.7%, resulting in an 80.1% increase in RevPAR. |
| | | | | | | | | | | | | | | | | | | | | | | |
| | 2025 | | 2024 | | Change | | ||||||||||||||||
| | Occ% | | ADR | | RevPAR | | Occ% | | ADR | | RevPAR | | Occ% | | ADR | | RevPAR | | ||||
Two Renovation Hotels | | 55.9 | % | $ | 265.80 | | $ | 148.58 | | 35.9 | % | $ | 229.82 | | $ | 82.51 | | 2,000 | bps | 15.7 | % | 80.1 | % |
| ● | The acquisition of the Hyatt Regency San Antonio Riverwalk caused room revenue to increase $7.5 million. Occupancy was 66.1% and the average daily room rate was $192.92, resulting in RevPAR of $127.52. |
| ● | Room Revenue at the Comparable Portfolio increased $6.2 million. Occupancy increased 100 basis points and the average daily room rate remained relatively constant, resulting in a 1.4% increase in RevPAR. The Comparable Portfolio’s room revenue benefited from continued strength in group activity primarily at Hyatt Regency San Francisco due to increased demand in the market and additional citywide meetings and conferences, and at Hilton San Diego Bayfront due to labor activity during the third and fourth quarters of 2024, which resulted in the cancellation of certain group events and reduced overall business volume at the hotel during 2024. We also saw moderate increases in group revenues during 2025 at Wailea Beach Resort, The Bidwell Marriott Portland, and Montage Healdsburg. In addition, room revenue at The Bidwell Marriott Portland, The Westin Washington, DC Downtown, Marriott Boston Long Wharf, and Hyatt Regency San Francisco benefited from additional corporate and contract revenue. These positive impacts were partially offset by lower leisure demand at Wailea Beach Resort due to slower demand recovery and to displacement from the completion of a rooms renovation and at Oceans Edge Resort & Marina due to a weak Key West market. In addition, Hilton San Diego Bayfront, Marriott Boston Long Wharf, and The Westin Washington, DC Downtown were negatively impacted due to a decline in government-related travel. We expect government-related travel may continue to decline or remain subdued in 2026 as a result of, among other factors, the government’s cost control initiatives and ongoing uncertainty in government operations. |
| | | | | | | | | | | | | | | | | | | | | | | |
| | 2025 | | 2024 | | Change |
| ||||||||||||||||
| | Occ% | | ADR | | RevPAR | | Occ% | | ADR | | RevPAR | | Occ% | | ADR | | RevPAR |
| ||||
Comparable Portfolio | | 73.2 | % | $ | 333.94 | | $ | 244.44 |
| 72.2 | % | $ | 333.85 | | $ | 241.04 | | 100 | bps | 0.0 | % | 1.4 | % |
| ● | The sale of the Hilton New Orleans St. Charles caused room revenue to decrease by $5.7 million. |
Food and Beverage Revenue. Food and beverage revenue increased $22.5 million, or 8.8%, in 2025 as compared to 2024 as follows:
| ● | Food and beverage revenue at the Comparable Portfolio increased $13.2 million driven by increased banquet and outlet revenues. Banquet revenue increased due to increases in the number of groups and spend per group, along with increases in audio-visual equipment and banquet room rental fees, primarily at Hilton San Diego Bayfront, Hyatt Regency San Francisco, Montage Healdsburg, and The Westin Washington, DC Downtown. In addition, banquet revenue increased at JW Marriott New Orleans due to the Super Bowl in February 2025. These increases in banquet revenue were partially offset by decreased banquet revenue at Four Seasons Resort Napa Valley due to lower group occupancy and a wildfire near the resort which led to group cancellations in the third quarter of 2025. The increase in outlet revenue was primarily due to increases in transient occupancy at Four Seasons Resort Napa Valley and at Renaissance Orlando at SeaWorld®, and due to groups buying out the restaurant at Montage Healdsburg for some of their events. These increases were partially offset by decreased outlet revenue at Marriott Boston Long Wharf due to the conversion of a hotel-operated restaurant to a leased outlet. Both banquet and outlet revenues increased at Hilton San Diego Bayfront due to labor activity during the third and fourth quarters of 2024, which led to the cancellation of certain group events and overall lower business volume at the hotel during the prior year. |
| ● | The Two Renovation Hotels caused food and beverage revenue to increase by $7.4 million. |
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| ● | The acquisition of the Hyatt Regency San Antonio Riverwalk caused food and beverage to increase by $1.9 million. |
| ● | The sale of the Hilton New Orleans St. Charles caused a nominal decrease in food and beverage revenue. |
Other Operating Revenue. Other operating revenue increased $8.3 million, or 9.1%, in 2025 as compared to 2024 as follows:
| ● | Other operating revenue at the Comparable Portfolio increased $4.4 million, primarily due to increased destination and resort fees, cancellation and attrition fees, recreation and pool revenues, residential-related revenues at Montage Healdsburg, spa revenues, and retail revenues. These increases were partially offset by decreased parking revenues. |
| ● | The Two Renovation Hotels caused other operating revenue to increase by $2.5 million. |
| ● | The acquisition of the Hyatt Regency San Antonio Riverwalk caused other operating revenue to increase by $2.3 million. |
| ● | The sale of the Hilton New Orleans St. Charles caused other operating revenue to decrease by $0.9 million. |
Hotel Operating Expenses. Hotel operating expenses, which are comprised of room, food and beverage, advertising and promotion, repairs and maintenance, utilities, franchise costs, property tax, ground lease and insurance, and other hotel operating expenses increased $38.1 million, or 6.8%, in 2025 as compared to 2024 as follows:
| ● | The Two Renovation Hotels caused hotel operating expenses to increase by $20.5 million. |
| ● | Hotel operating expenses at the Comparable Portfolio increased $14.3 million, primarily corresponding to the increases in revenues and occupancy rates, as well as increases in repairs and maintenance, utilities, and liability insurance. In addition, payroll and related expenses increased at Hilton San Diego Bayfront due to reduced labor required at the hotel during the labor activity in the third and fourth quarters of 2024 and at Hyatt Regency San Francisco due to the impact of new union contracts finalized in August this year. These increases were partially offset by decreased property taxes due to favorable appeals and reassessments at several hotels, as well as decreased property insurance resulting from successful policy renewals in the third quarters of both 2025 and 2024. |
| ● | The acquisition of the Hyatt Regency San Antonio Riverwalk caused hotel operating expenses to increase by $7.9 million. |
| ● | The sale of the Hilton New Orleans St. Charles caused hotel operating expenses to decrease by $4.5 million. |
Other Property-Level Expenses. Other property-level expenses increased $6.5 million, or 5.9%, in 2025 as compared to 2024 as follows:
| ● | The Two Renovation Hotels caused other property-level expenses to increase by $2.9 million. |
| ● | Other property-level expenses at the Comparable Portfolio increased $2.4 million, primarily due to increases in payroll and related expenses, management fees, and credit card commissions. The increase in payroll and related expenses was primarily due to a $1.3 million COVID-19 relief grant received in the first quarter of 2024 at Marriott Boston Long Wharf with no corresponding grant received in 2025. These increased expenses were partially offset by decreased contract and professional fees. |
| ● | The acquisition of the Hyatt Regency San Antonio Riverwalk caused other property-level expenses to increase by $2.0 million. |
| ● | The sale of the Hilton New Orleans St. Charles caused other property-level expenses to decrease by $0.8 million. |
Corporate Overhead Expense. Corporate overhead expense increased $2.5 million, or 8.7%, in 2025 as compared to 2024, primarily due to increased payroll and related expenses and deferred stock amortization expense in the first quarter of 2025 in connection with the restructuring of our executive team. The increase in corporate overhead expense was also due to increased professional fees, due diligence fees, board of director expenses, and entity-level state franchise and minimum taxes. These increased expenses were partially offset by decreased deferred stock amortization expense.
Depreciation and Amortization Expense. Depreciation and amortization expense increased $10.0 million, or 8.0%, in 2025 as compared to 2024 as follows:
| ● | The Two Renovation Hotels caused depreciation and amortization expense to increase by $7.1 million. |
| ● | The acquisition of the Hyatt Regency San Antonio Riverwalk resulted in an increase to depreciation and amortization expense of $2.5 million. |
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| ● | Depreciation and amortization expense related to the Comparable Portfolio increased $1.8 million due to increased expense at our newly renovated hotels, partially offset by decreased expense due to fully depreciated assets. |
| ● | The sale of the Hilton New Orleans St. Charles caused depreciation and amortization expense to decrease by $1.4 million. |
Interest and Other Income. Interest and other income totaled $11.0 million and $13.2 million in 2025 and 2024, respectively. During 2025 and 2024, we recognized interest income of $5.8 million and $12.6 million, respectively. Interest income decreased in 2025 as compared to 2024 due to decreases in our cash balances following our acquisition of Hyatt Regency San Antonio Riverwalk in April 2024, as well as decreased interest rates. In addition, during 2025, we recognized settlement proceeds of $3.9 million for certain construction-related claims at Oceans Edge Resort & Marina, net property insurance recoveries of $1.1 million related to 2023 fire damage at Hilton San Diego Bayfront and 2025 water damage at The Westin Washington, DC Downtown, and other miscellaneous income of $0.2 million. During 2024, we recognized $0.4 million in property insurance recoveries related to 2023 fire damage at Hilton San Diego Bayfront and wind-driven rain damage at Wailea Beach Resort and $0.1 million in other miscellaneous income.
Interest Expense. We incurred interest expense as follows (in thousands):
| | | | | | |
| | 2025 | | 2024 | ||
Interest expense on debt | | $ | 49,691 | | $ | 49,003 |
Noncash interest on derivatives, net | |
| 878 | |
| (540) |
Amortization of deferred financing costs | | | 3,797 | | | 3,047 |
Capitalized interest | |
| (1,401) | |
| (1,385) |
Total interest expense | | $ | 52,965 | | $ | 50,125 |
Interest expense increased $2.8 million, or 5.7%, in 2025 as compared to 2024 as follows:
The increase in interest expense in 2025 as compared to 2024 was primarily due to a noncash change of $1.4 million in the fair market value of our derivatives. In addition, interest expense increased $0.8 million in 2025 as compared to 2024 due to increased amortization of deferred financing costs related to costs associated with the execution of the Amended Credit Agreement in September 2025, the extension of the maturity of Term Loan 3 in April 2025, and the issuance of Term Loan 4 in December 2024. Interest expense also increased in 2025 as compared to 2024 due to a $0.7 million increase in interest on our debt primarily due to higher average debt balances, partially offset by lower average interest rates on our term loans. Our debt balances increased due to the net effect of the Amended Credit Agreement, the $50.0 million in total draws on our credit facility in April 2025 and July 2025, and our draw of the $100.0 million available under Term Loan 4 in December 2024. These increases of our debt balances were partially offset by our December 2024 repayment of the $72.1 million loan secured by the JW Marriott New Orleans.
Our weighted average interest rate per annum, including our variable rate debt obligations and excluding capitalized interest, was approximately 5.0% and 5.6% at December 31, 2025 and 2024, respectively. Approximately 70.4% and 40.8% of our outstanding notes payable had fixed interest rates or had been swapped to fixed interest rates at December 31, 2025 and 2024, respectively.
(Loss) Gain on Sale of Assets, Net. (Loss) gain on sale of assets, net totaled a loss of $8.8 million and a net gain of $0.5 million in 2025 and 2024, respectively. In 2025, we recognized an $8.8 million loss on our sale of the Hilton New Orleans St. Charles. In 2024, we recognized an additional $0.5 million net gain related to a contingency resolution at a hotel sold in a prior year.
(Loss) Gain on Extinguishment of Debt. (Loss) gain on extinguishment of debt totaled a loss of $0.2 million and a gain of $0.1 million in 2025 and 2024, respectively. In 2025, we recorded a loss of $0.2 million related to the write-off of unamortized deferred financing costs in connection with the recast of our credit facilities. In 2024, we recorded a $0.1 million gain associated with reassessments of the remaining potential employee-related obligations held in escrow associated with our assignment of a hotel to the hotel’s mortgage holder in 2020.
Income Tax (Provision) Benefit, Net. We lease our hotels to the TRS Lessee and its subsidiaries, which are subject to federal and state income taxes. In addition, we and the Operating Partnership may also be subject to various state and local income taxes.
We recognized a net current income tax provision of $0.2 million in 2025 and a net current income tax benefit of $1.1 million in 2024, resulting from current state and federal income tax expenses, net of any refunds.
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Preferred Stock Dividends, Net of Gain on Repurchases. Preferred stock dividends, net of gain on repurchases were incurred as follows (in thousands):
| | | | | | | |
| | 2025 | | 2024 | | ||
Series G preferred stock | | $ | 3,644 | | $ | 2,484 | |
Series H preferred stock | | | 6,813 | (1) | | 7,044 | |
Series I preferred stock | | | 5,653 | (1) | | 5,700 | |
| | $ | 16,110 | | $ | 15,228 | |
| (1) | Includes net gains of $0.2 million and $0.1 million on the repurchases of the Series H preferred stock and the Series I preferred stock, respectively, repurchased at a discount to their carrying values, along with the related write-off of the original issuance costs previously included in additional paid in capital on our consolidated balance sheets. |
The dividend rate on the Series G preferred stock increased to the greater of the rate equal to the Montage Healdsburg’s annual net operating income yield on our total investment in the resort or 3.0%, 4.5%, and 6.5% in January 2024, July 2024, and July 2025, respectively, resulting in annual dividend rates of 5.5% and 3.75% for 2025 and 2024, respectively. Beginning in the third quarter of 2026, the annual dividend rate will increase to the greater of 7.5% or the rate equal to the Montage Healdsburg’s annual net operating income yield on our total investment in the resort.
Non-GAAP Financial Measures. We use the following “non-GAAP financial measures” that we believe are useful to investors as key supplemental measures of our operating performance: EBITDAre; Adjusted EBITDAre; FFO attributable to common stockholders; and Adjusted FFO attributable to common stockholders. These measures should not be considered in isolation or as a substitute for measures of performance in accordance with accounting principles generally accepted in the United States (“GAAP”). In addition, our calculation of these measures may not be comparable to other companies that do not define such terms exactly the same as us. These non-GAAP measures are used in addition to and in conjunction with results presented in accordance with GAAP. They should not be considered as alternatives to net income (loss), cash flow from operations, or any other operating performance measure prescribed by GAAP. These non-GAAP financial measures reflect additional ways of viewing our operations that we believe, when viewed with our GAAP results and the reconciliations to the corresponding GAAP financial measures, provide a more complete understanding of factors and trends affecting our business than could be obtained absent this disclosure. We strongly encourage investors to review our financial information in its entirety and not to rely on a single financial measure.
We present EBITDAre in accordance with guidelines established by the National Association of Real Estate Investment Trusts (“Nareit”), as defined in its September 2017 white paper “Earnings Before Interest, Taxes, Depreciation and Amortization for Real Estate.” We believe EBITDAre is a useful performance measure to help investors evaluate and compare the results of our operations from period to period in comparison to our peers. Nareit defines EBITDAre as net income (calculated in accordance with GAAP) plus interest expense, income tax expense, depreciation and amortization, gains or losses on the disposition of depreciated property (including gains or losses on change in control), impairment write-downs of depreciated property and of investments in unconsolidated affiliates caused by a decrease in the value of depreciated property in the affiliate, and adjustments to reflect the entity’s share of EBITDAre of unconsolidated affiliates.
We make additional adjustments to EBITDAre when evaluating our performance because we believe that the exclusion of certain additional items described below provides useful information to investors regarding our operating performance, and that the presentation of Adjusted EBITDAre, when combined with the primary GAAP presentation of net income, is beneficial to an investor’s complete understanding of our operating performance. In addition, we use both EBITDAre and Adjusted EBITDAre as measures in determining the value of hotel acquisitions and dispositions.
We adjust EBITDAre for the following items, which may occur in any period, and refer to this measure as Adjusted EBITDAre:
| ● | Amortization of deferred stock compensation: we exclude the noncash expense incurred with the amortization of deferred stock compensation as this expense is based on historical stock prices at the date of grant to our corporate employees and does not reflect the underlying performance of our hotels. |
| ● | Amortization of contract intangibles: we exclude the noncash amortization of any favorable or unfavorable contract intangibles recorded in conjunction with our hotel acquisitions. We exclude the noncash amortization of contract intangibles because it is based on historical cost accounting and is of lesser significance in evaluating our actual performance for the current period. |
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| ● | Amortization of right-of-use assets and obligations: we exclude the amortization of our right-of-use assets and related lease obligations, as these expenses are based on historical cost accounting and do not reflect the actual rent amounts due to the respective lessors or the underlying performance of our hotels. |
| ● | Undepreciated asset transactions: we exclude the effect of gains and losses on the disposition of undepreciated assets because we believe that including them in Adjusted EBITDAre is not consistent with reflecting the ongoing performance of our assets. |
| ● | Gains or losses from debt transactions: we exclude the effect of finance charges and premiums associated with the extinguishment of debt, including the acceleration of deferred financing costs from the original issuance of the debt being redeemed or retired because, like interest expense, their removal helps investors evaluate and compare the results of our operations from period to period by removing the impact of our capital structure. |
| ● | Cumulative effect of a change in accounting principle: from time to time, the Financial Accounting Standards Board (“FASB”) promulgates new accounting standards that require the consolidated statement of operations to reflect the cumulative effect of a change in accounting principle. We exclude these one-time adjustments, which include the accounting impact from prior periods, because they do not reflect our actual performance for that period. |
| ● | Other adjustments: we exclude other adjustments that we believe are outside the ordinary course of business because we do not believe these costs reflect our actual performance for the period and/or the ongoing operations of our hotels. Such items may include: lawsuit settlement costs; the write-off of development costs associated with abandoned projects; property-level restructuring, severance, and management transition costs; pre-opening costs associated with extensive renovation projects; debt resolution costs; lease terminations; property insurance restoration proceeds or uninsured losses; and other nonrecurring identified adjustments. |
The following table reconciles our net income to EBITDAre and Adjusted EBITDAre for the years ended December 31, 2025 and 2024 (in thousands):
| | | | | | |
| | 2025 | | 2024 | ||
Net income | | $ | 24,568 | | $ | 43,262 |
Depreciation and amortization | | | 134,508 | |
| 124,507 |
Interest expense | | | 52,965 | |
| 50,125 |
Income tax provision (benefit), net | | | 216 | |
| (1,100) |
Loss (gain) on sale of assets, net | | | 8,751 | |
| (457) |
EBITDAre | | | 221,008 | |
| 216,337 |
| | | | | | |
Amortization of deferred stock compensation | | | 8,699 | |
| 10,456 |
Amortization of right-of-use assets and obligations | | | (625) | |
| (425) |
Loss (gain) on extinguishment of debt | | | 180 | |
| (59) |
Gain on insurance recoveries, net | | | (1,050) | | | (430) |
Pre-opening costs | | | 6,471 | | | 2,633 |
Property-level legal settlement costs | | | — | | | 1,182 |
Management transition costs | | | 1,869 | |
| — |
Adjustments to EBITDAre, net | | | 15,544 | |
| 13,357 |
Adjusted EBITDAre | | $ | 236,552 | | $ | 229,694 |
Adjusted EBITDAre increased $6.9 million, or 3.0%, in 2025 as compared to 2024 primarily due to the following:
| ● | Adjusted EBITDAre at the Comparable Portfolio increased $7.5 million, or 3.5%, in 2025 as compared to 2024, primarily due to the changes in the Comparable Portfolio’s revenues and expenses included in the discussion above regarding the operating results for 2025. |
| ● | Adjusted EBITDAre at the Two Renovation Hotels increased $6.0 million, or 299.4%, in 2025 as compared to 2024 primarily due to the changes in the Two Renovation Hotels’ revenues and expenses included in the discussion above regarding the operating results for 2025. |
| ● | The Hyatt Regency San Antonio Riverwalk recorded Adjusted EBITDAre of $16.7 million and $14.8 million in 2025 and 2024, respectively. |
| ● | The Hilton New Orleans St. Charles recorded Adjusted EBITDAre of $3.0 million and $4.6 million in 2025 and 2024, respectively. |
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| ● | Corporate-level Adjusted EBITDAre decreased $6.9 million in 2025 as compared to 2024 primarily due to a $6.9 million decrease in interest income and a $2.5 million increase in corporate overhead expense, partially offset by a $3.9 million settlement related to certain construction-related claims at Oceans Edge Resort & Marina. |
We believe that the presentation of FFO attributable to common stockholders provides useful information to investors regarding our operating performance because it is a measure of our operations without regard to specified noncash items such as real estate depreciation and amortization, any real estate impairment loss and any gain or loss on sale of real estate assets, all of which are based on historical cost accounting and may be of lesser significance in evaluating our current performance. Our presentation of FFO attributable to common stockholders conforms to the Nareit definition of “FFO applicable to common shares.” Our presentation may not be comparable to FFO reported by other REITs that do not define the terms in accordance with the current Nareit definition, or that interpret the current Nareit definition differently than we do.
We also present Adjusted FFO attributable to common stockholders when evaluating our operating performance because we believe that the exclusion of certain additional items described below provides useful supplemental information to investors regarding our ongoing operating performance and may facilitate comparisons of operating performance between periods and our peer companies.
We adjust FFO attributable to common stockholders for the following items, which may occur in any period, and refer to this measure as Adjusted FFO attributable to common stockholders:
| ● | Amortization of deferred stock compensation: we exclude the noncash expense incurred with the amortization of deferred stock compensation as this expense is based on historical stock prices at the date of grant to our corporate employees and does not reflect the underlying performance of our hotels. |
| ● | Amortization of contract intangibles: we exclude the noncash amortization of any favorable or unfavorable contract intangibles recorded in conjunction with our hotel acquisitions. We exclude the noncash amortization of contract intangibles because it is based on historical cost accounting and is of lesser significance in evaluating our actual performance for the current period. |
| ● | Real estate amortization of right-of-use assets and obligations: we exclude the amortization of our real estate right-of-use assets and related lease obligations (with the exception of our corporate operating lease) as these expenses are based on historical cost accounting and do not reflect the actual rent amounts due to the respective lessors or the underlying performance of our hotels. |
| ● | Gains or losses from debt transactions: we exclude the effect of finance charges and premiums associated with the extinguishment of debt, including the acceleration of deferred financing costs from the original issuance of the debt being redeemed or retired, as well as the noncash interest on our derivatives. We believe that these items are not reflective of our ongoing finance costs. |
| ● | Cumulative effect of a change in accounting principle: from time to time, the FASB promulgates new accounting standards that require the consolidated statement of operations to reflect the cumulative effect of a change in accounting principle. We exclude these one-time adjustments, which include the accounting impact from prior periods, because they do not reflect our actual performance for that period. |
| ● | Other adjustments: we exclude other adjustments that we believe are outside the ordinary course of business because we do not believe these costs reflect our actual performance for that period and/or the ongoing operations of our hotels. Such items may include: lawsuit settlement costs; the write-off of development costs associated with abandoned projects; changes to deferred tax assets, liabilities or valuation allowances; property-level restructuring, severance, and management transition costs; pre-opening costs associated with extensive renovation projects; debt resolution costs; gains or losses on the redemptions or repurchases of preferred stock; lease terminations; property insurance restoration proceeds or uninsured losses; income tax benefits or provisions associated with the application of net operating loss carryforwards, uncertain tax positions or with the sale of assets; and other nonrecurring identified adjustments. |
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The following table reconciles our net income to FFO attributable to common stockholders and Adjusted FFO attributable to common stockholders for the years ended December 31, 2025 and 2024 (in thousands):
| | | | | | |
| | 2025 | | 2024 | ||
Net income | | $ | 24,568 | | $ | 43,262 |
Preferred stock dividends, net of gain on repurchases | |
| (16,110) | |
| (15,228) |
Real estate depreciation and amortization | |
| 133,112 | |
| 123,096 |
Loss (gain) on sale of assets, net | |
| 8,751 | |
| (457) |
FFO attributable to common stockholders | |
| 150,321 | |
| 150,673 |
| | | | | | |
Amortization of deferred stock compensation | | | 8,699 | | | 10,456 |
Real estate amortization of right-of-use assets and obligations | |
| (527) | |
| (517) |
Amortization of contract intangibles, net | | | 1,259 | | | 1,147 |
Noncash interest on derivatives, net | |
| 878 | |
| (540) |
Loss (gain) on extinguishment of debt | |
| 180 | |
| (59) |
Gain on insurance recoveries, net | | | (1,050) | | | (430) |
Pre-opening costs | | | 6,471 | | | 2,633 |
Property-level legal settlement costs | | | — | | | 1,182 |
Management transition costs | | | 1,869 | | | — |
Gain on preferred stock repurchases, net | | | (254) | | | — |
Prior year income tax benefit, net | | | — | | | (1,530) |
Adjustments to FFO attributable to common stockholders, net | |
| 17,525 | |
| 12,342 |
Adjusted FFO attributable to common stockholders | | $ | 167,846 | | $ | 163,015 |
Adjusted FFO attributable to common stockholders increased $4.8 million, or 3.0%, in 2025 as compared to 2024 primarily due to the same reasons noted in the discussion above regarding Adjusted EBITDAre.
Liquidity and Capital Resources
During the periods presented, our sources of cash included our operating activities and working capital, as well as proceeds from a hotel disposition, our credit facility and term loans, key money, and property insurance. Our primary uses of cash were for capital expenditures for hotels and other assets, the acquisition of a hotel and land adjacent to one of our hotels, operating expenses, repurchases of our preferred and common stock, repayments of our credit facility and notes payable, payments of deferred financing costs, and dividends and distributions on our preferred and common stock. We cannot be certain that the sources of funds we have relied on in the past will be available in the future.
Operating activities. Our net cash provided by or used in operating activities fluctuates primarily as a result of changes in the net cash generated by our hotels, offset by the cash paid for corporate expenses. Our net cash provided by or used in operating activities may also be affected by changes in our portfolio resulting from hotel acquisitions, dispositions or renovations. Net cash provided by operating activities was $181.8 million in 2025 as compared to $170.4 million in 2024. The net increase in cash provided by operating activities in 2025 as compared to 2024 was primarily due to additional operating cash provided by the increase in travel demand benefiting our hotels, the acquisition of the Hyatt Regency San Antonio Riverwalk, and the post-renovation ramp-ups of Marriott Long Beach Downtown and Andaz Miami Beach. These increases were partially offset by decreases in interest income resulting from our lower cash balances and lower interest rates, along with increases in corporate-level expenses.
Investing activities. Our net cash provided by or used in investing activities fluctuates primarily as a result of acquisitions, dispositions, and renovations of hotels and other assets. Net cash used in investing activities in 2025 and 2024 was as follows (in thousands):
| | | | | | |
| | 2025 | | 2024 | ||
Proceeds from sales of assets | | $ | 46,348 | | $ | — |
Acquisitions of hotel properties and other assets | |
| (1,269) | |
| (229,330) |
Acquisition-related key money proceeds | | | 8,000 | | | — |
Proceeds from property insurance | |
| 1,165 | |
| 430 |
Renovations and additions to hotel properties and other assets | |
| (103,046) | |
| (157,378) |
Net cash used in investing activities | | $ | (48,802) | | $ | (386,278) |
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In 2025, we invested $103.0 million for renovations and additions to our portfolio and other assets, and we purchased land adjacent to the Oceans Edge Resort & Marina for $1.3 million. These cash outflows were partially offset by $46.3 million of proceeds received from the sale of the Hilton New Orleans St. Charles, $8.0 million in key money received from the manager of two of our hotels pursuant to the hotels’ management agreements, and $1.2 million in property insurance proceeds received related to claims at Hyatt Regency San Francisco, The Westin Washington, DC Downtown, and Hilton San Diego Bayfront.
In 2024, we paid $229.3 million to acquire the Hyatt Regency San Antonio Riverwalk, including closing costs and prorations, and we invested $157.4 million for renovations and additions to our portfolio and other assets. These cash outflows were slightly offset by $0.4 million in property insurance proceeds received related to claims at the Hilton San Diego Bayfront and at Wailea Beach Resort.
Financing activities. Our net cash provided by or used in financing activities fluctuates primarily as a result of our dividends and distributions paid, the issuance and repurchase of common and restricted stock, the issuance and repayment of debt, including draws on our credit facility and term loans, and the issuance, repurchase, and redemption of other forms of capital, including preferred equity. Net cash used in financing activities in 2025 and 2024 was as follows (in thousands):
| | | | | | |
| | 2025 | | 2024 | ||
Repurchases of common stock | | $ | (102,591) | | $ | (27,238) |
Repurchases of common stock for employee tax obligations | | | (4,278) | | | (4,160) |
Repurchases of preferred stock | | | (1,272) | | | — |
Proceeds from credit facility | | | 50,000 | | | — |
Payments on credit facility | | | (50,000) | | | — |
Proceeds from notes payable | | | 149,600 | | | 100,000 |
Payments on notes payable | | | (64,600) | | | (74,050) |
Payments of deferred financing costs | | | (17,981) | | | (1,105) |
Dividends and distributions paid | | | (86,393) | | | (90,966) |
Net cash used in financing activities | | $ | (127,515) | | $ | (97,519) |
During 2025, we paid $102.6 million to repurchase 11,589,722 shares of our common stock and $1.3 million to repurchase 54,097 shares and 9,027 shares of our Series H preferred stock and Series I preferred stock, respectively. We also paid $4.3 million to repurchase common stock to satisfy the tax obligations in connection with the vesting of restricted common stock issued to employees, and $86.4 million in dividends and distributions to our preferred and common stockholders. In September 2025, we entered into the Amended Credit Agreement and received $149.6 million from additional borrowing on our term loans and repaid $64.6 million to lenders as a result of modifications to their commitment levels under the Amended Credit Agreement. We used a portion of the proceeds received to repay the $50.0 million we drew down on our revolving credit facility in April 2025 and July 2025. During 2025, we also paid $18.0 million in deferred financing costs related to the extension of the maturity of our previous Term Loan 3 and the execution of the Amended Credit Agreement.
During 2024, we paid $27.2 million to repurchase 2,764,837 shares of our common stock, $4.2 million to repurchase common stock to satisfy the tax obligations in connection with the vesting of restricted common stock issued to employees, $74.1 million in principal payments on our loan secured by the JW Marriott New Orleans, including $2.0 million in scheduled principal payments and $72.1 million to repay the loan, and $91.0 million in dividends and distributions to our preferred and common stockholders. We also entered into Term Loan 4, receiving $100.0 million in proceeds and paying $1.1 million in related deferred financing costs. We utilized the proceeds received from Term Loan 4 to repay the loan secured by the JW Marriott New Orleans.
Future. We expect our primary sources of cash will continue to be our operating activities, working capital, borrowing under our credit facility, additional issuances of debt, dispositions of hotel properties, and proceeds from offerings of common and preferred stock. However, there can be no assurance that our future asset sales, debt issuances or equity offerings will be successfully completed. As a result of potential increases in inflation rates and interest rates, as well as possible recessionary periods in the future, certain sources of capital may not be as readily available to us as they have in the past or may only be available at higher costs.
We expect our primary uses of cash to be for operating expenses, capital investments in our hotels, repayment of principal on our debt and credit facility, interest expense, repurchases of our common and preferred stock, distributions on our common stock, dividends on our preferred stock, and acquisitions of hotels or interests in hotels.
While inflation began to decrease in 2024 and remained relatively stable through 2025, the uncertainty surrounding certain international economic and political relationships, including political disputes and unfavorable perceptions of travel to the U.S., volatility in transportation fuel costs, increases in air and ground travel costs, decreases in airline capacity, government shutdowns,
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and the imposition of tariffs affecting commodity costs, has had a negative effect on our operations. Prior to the tariffs announced in 2025, we experienced increases in wages, employee-related benefits, food costs, commodity costs, including those used to renovate or reposition our hotels, property taxes, liability insurance, utilities, and borrowing costs. The imposition of tariffs could exacerbate existing cost pressures and create additional inflationary pressures that could further impact our results of operations. The ability of our hotel operators to adjust rates has historically mitigated the impact of increased operating costs on our financial position and results of operations.
Cash Balance. As of December 31, 2025, our unrestricted cash balance was $109.2 million. We believe that our current unrestricted cash balance and our ability to draw the $500.0 million capacity available for borrowing under the unsecured revolving credit facility will enable us to successfully manage our Company.
Debt. As of December 31, 2025, we had $930.0 million of debt, $185.7 million of cash and cash equivalents, including restricted cash, and total assets of $3.0 billion. We believe that by maintaining appropriate debt levels, staggering maturity dates, and maintaining a highly flexible structure, we will have lower capital costs than more highly leveraged companies, or companies with limited flexibility due to restrictive covenants.
In January 2025, we entered into an interest rate swap on Term Loan 4, which was effective January 31, 2025, expires November 7, 2026, and fixes the SOFR rate at 4.02%.
In April 2025, we exercised our option to extend the maturity date of the previous Term Loan 3 from May 2025 to May 2026. In addition, in April 2025, we drew down $27.0 million on our credit facility and used the proceeds for general corporate purposes.
In July 2025, we drew down $23.0 million on our credit facility and used the proceeds for general corporate purposes.
In September 2025, we entered into the Amended Credit Agreement, which expanded our unsecured debt borrowing capacity and extended the maturity of our term loans. The Amended Credit Agreement continues to provide for a $500.0 million revolving credit facility and increases the aggregate amount of our term loan facilities from $675.0 million (on four existing term loans) to $850.0 million (on three new term loans). The following includes the details of the Amended Credit Agreement:
| ● | The maturity of the revolving credit facility was extended from July 2026, with two six-month options to extend, to September 2029, with two six-month options to extend; |
| ● | The new term loan facilities include a $275.0 million term loan, of which $185.0 million was funded in September 2025 and the remaining $90.0 million was available as a one-time delayed draw at any time through February 2026 (“New Term Loan 1”), a $275.0 million term loan funded in September 2025 (“New Term Loan 2”), and a $300.0 million term loan funded in September 2025 ("New Term Loan 3”) (together the “New Term Loans”); |
| ● | We utilized the $760.0 million in proceeds received from the New Term Loans to consolidate our previous four term loans into the three New Term Loans and to repay the $50.0 million outstanding on our revolving credit facility; |
| ● | The revolving credit facility and the New Term Loans bear interest pursuant to a leverage-based pricing grid ranging from 1.40% to 2.25% and 1.35% to 2.20%, respectively, over the applicable term SOFR; |
| ● | New Term Loan 1 has an initial maturity of January 2029, with two twelve-month extension options (subject to customary fees), which would result in an extended maturity of January 2031; |
| ● | New Term Loan 2 has an initial maturity of January 2030, with one twelve-month extension option (subject to customary fees), which would result in an extended maturity of January 2031; |
| ● | New Term Loan 3 has a maturity of January 2031, with no available extension options; and |
| ● | The New Term Loans are available to be prepaid at any time with no prepayment penalty. |
In August 2025, we entered into an interest rate swap with a notional amount of $65.0 million and an effective date of January 10, 2026, which we will use to fix a portion of the interest rate on the New Term Loan 1 delayed draw. The swap agreement expires January 10, 2028 and fixes the SOFR rate at 3.206%. In addition, in September 2025, we entered into an interest rate swap with a notional amount of $210.0 million and an effective date of September 9, 2025, which fixes the SOFR rate at 3.226% on the current $185.0 million balance of New Term Loan 1 and $25.0 million of New Term Loan 3. The swap agreement expires on September 9, 2028.
In January 2026, we drew down the $90.0 million available under the New Term Loan 1 delayed draw and used the proceeds to repay the $65.0 million Series A Senior Notes at their scheduled maturity in January 2026 and for general corporate purposes.
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As of December 31, 2025, 70.4% of our outstanding debt had fixed interest rates or had been swapped to fixed interest rates, including our unsecured corporate-level New Term Loan 1, New Term Loan 2, and $25.0 million of New Term Loan 3, which totaled $485.0 million, and our two unsecured corporate-level senior notes, which total $170.0 million.
Our floating rate debt as of December 31, 2025 included $275.0 million of our unsecured corporate-level New Term Loan 3.
We may in the future seek to obtain mortgages on one or more of our 14 unencumbered hotels (subject to certain stipulations under our unsecured term loans and senior notes), all of which were held by subsidiaries whose interests were pledged to our credit facilities as of December 31, 2025. Should we obtain secured financing on any or all of our unencumbered hotels, the amount of capital available through our credit facilities or future unsecured borrowings may be reduced.
Contractual Obligations
The following table summarizes our payment obligations and commitments (in thousands):
| | | | | | | | | | | | | | | | |
| | Payment due by period |
| |||||||||||||
| | | | | Less Than | | 1 to 3 | | 3 to 5 | | More than | | ||||
| | Total | | 1 year | | years | | years | | 5 years |
| |||||
Debt (1) | | $ | 955,000 | | $ | — | | $ | 105,000 | | $ | — | | $ | 850,000 | |
Interest obligations on debt (1) (2) | | | 241,219 | | | 46,383 | | | 96,915 | | | 91,328 | | | 6,593 | |
Operating lease obligations, including imputed interest (3) | | | 8,732 | | | 2,563 | | | 4,705 | | | 503 | | | 961 | |
Construction commitments | | | 38,926 | | | 38,926 | | | — | |
| — | |
| — | |
Total | | $ | 1,243,877 | | $ | 87,872 | | $ | 206,620 | | $ | 91,831 | | $ | 857,554 | |
| (1) | Debt and interest obligations on debt assume we will exercise all available extension options on our revolving credit facility and New Term Loans, upon payment of applicable fees and the satisfaction of certain customary conditions. Debt and interest obligations on debt include the $90.0 million we received in January 2026 from the New Term Loan 1 delayed draw and the $65.0 million repayment of the Series A Senior Notes. |
| (2) | Interest is calculated based on the January 2026 loan balances and variable rates, as applicable, and includes the effect of our interest rate derivatives. |
| (3) | Operating lease obligations include the lease on our current corporate headquarters and the sublease on our former corporate headquarters. In addition, operating lease obligations include a ground lease that expires in 2071 and requires a reassessment of rent payments due after 2025, agreed upon by both us and the lessor. The reassessment was not finalized as of December 31, 2025; therefore, no amounts are included in the above table for this ground lease. |
Capital Expenditures and Reserve Funds
We believe we maintain each of our hotels in good repair and condition and in general conformity with applicable franchise and management agreements, ground lease, laws, and regulations. Our capital expenditures primarily relate to the ongoing maintenance of our hotels and are budgeted in the reserve accounts described in the following paragraph. We also incur capital expenditures for cyclical renovations, hotel repositionings, and development. We invested $103.0 million in our portfolio and other assets during 2025 and $157.4 million in 2024. As of December 31, 2025, we have contractual construction commitments totaling $38.9 million for ongoing renovations. If we renovate additional hotels in the future, our capital expenditures will likely increase.
With respect to our hotels that are operated under management or franchise agreements with certain hotel brands, we are obligated to maintain an FF&E reserve account for future planned and emergency-related capital expenditures at these hotels. The amount funded into each of these reserve accounts is determined pursuant to the management and franchise agreements for each of the respective hotels, ranging between 3.0% and 5.5% of the respective hotel’s applicable annual revenue. As of December 31, 2025, our balance sheet includes restricted cash of $76.4 million, which was held in FF&E reserve accounts for future capital expenditures at the majority of our hotels. According to certain management agreements, reserve funds are to be held by the managers in restricted cash accounts, and we are not required to spend the entire amount in such reserve accounts each year.
Inflation
Inflation affects our expenses, including, without limitation, by increasing such costs as wages, employee-related benefits, food costs, commodity costs, including those used to renovate or reposition our hotels, property taxes, property and liability insurance, utilities, and borrowing costs. We rely on our hotel operators to adjust room rates and pricing for hotel services to reflect the effects of
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inflation. However, previously contracted rates, competitive pressures or other factors may limit the ability of our operators to respond to inflation. As a result, our expenses may increase at higher rates than our revenue and our expenses may not decrease if revenue decreases.
Seasonality and Volatility
As is typical of the lodging industry, we experience seasonality in our business. Demand at certain of our hotels is affected by seasonal business patterns that can cause quarterly fluctuations in our revenues.
Quarterly revenue also may be adversely affected by renovations and repositionings, our managers’ effectiveness in generating business and by events beyond our control, such as economic and business conditions, including a U.S. recession or increased inflation, trade conflicts and tariffs, changes impacting global travel, regional or global economic slowdowns, any flu or disease-related outbreak that impacts travel or the ability to travel, weather patterns, the adverse effects of climate change, the threat of terrorism, terrorist events, civil unrest, government shutdowns, events that reduce the capacity or availability of air travel, increased competition from other hotels in our markets, new hotel supply or alternative lodging options, and unexpected changes in commercial or leisure travel.
Critical Accounting Estimates
Our discussion and analysis of our financial condition and results of operations is based upon our consolidated financial statements, which have been prepared in accordance with GAAP. The preparation of these financial statements requires us to make estimates and judgments that affect the reported amounts of assets, liabilities, revenue, and expenses and related disclosure of contingent assets and liabilities.
We evaluate our estimates on an ongoing basis. We base our estimates on historical experience, information that is currently available to us, and on various other assumptions that we believe are reasonable under the circumstances. Actual results may differ from these estimates under different assumptions or conditions. We believe the following critical accounting policies affect the most significant judgments and estimates used in the preparation of our consolidated financial statements.
| ● | Impairment of investments in hotel properties. Impairment losses are recorded on investments in hotel properties to be held and used by us whenever events or changes in circumstances indicate that the carrying value of the assets may not be recoverable. Factors we consider when assessing whether impairment indicators exist include, but are not limited to, hotel disposition strategy and hold period, a significant decline in operating results not related to renovations or repositionings, significant changes in the manner in which the Company uses the asset, physical damage to the property due to unforeseen events such as natural disasters, and other market and economic conditions. |
Recoverability of assets that will continue to be used is measured by comparing the carrying amount of the asset to the related total future undiscounted net cash flows. If an asset’s carrying value is not recoverable through those cash flows, the asset is considered to be impaired. The impairment is measured by the difference between the asset’s carrying amount and its fair value. We perform a fair value assessment using valuation techniques such as discounted cash flows and comparable sales transactions in the market to estimate the fair value of the hotel and, if appropriate and available, current estimated net sales proceeds from pending offers. The recoverability assessment includes subjective assumptions such as determining the discount rate, terminal capitalization rate, the estimated growth of revenues and expenses, revenue per available room and margins, specific market and economic conditions, the estimated holding period, as well as the probability assigned to each future cash flow scenario.
| ● | Income taxes. To qualify as a REIT, we must meet a number of organizational and operational requirements, including a requirement that we currently distribute at least 90% of our REIT taxable income (determined without regard to the deduction for dividends paid and excluding net capital gains) to our stockholders. As a REIT, we generally will not be subject to federal corporate income tax on that portion of our taxable income that is currently distributed to stockholders. We are subject to certain state and local taxes on our income and property, and to federal income and excise taxes on our undistributed taxable income. In addition, our wholly owned TRS, which leases our hotels from the Operating Partnership, is subject to federal and state income taxes. We account for income taxes using the asset and liability method. Under this method, deferred tax assets and liabilities are recognized for the estimated future tax consequences attributable to the differences between the financial statement carrying amounts of existing assets and liabilities and their respective income tax bases, and for net operating loss, capital loss and tax credit carryforwards. The deferred tax assets and liabilities are measured using the enacted income tax rates in effect for the year in which those temporary differences are expected to be realized or settled. The effect on the deferred tax assets and liabilities from a change in tax rates is recognized in earnings in the period when the new rate is enacted. However, deferred tax assets are recognized only to the extent that it is more likely than not that they will be realized based on consideration of all available evidence, |
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| including the future reversals of existing taxable temporary differences, future projected taxable income and tax planning strategies. Valuation allowances are provided if, based upon the weight of the available evidence, it is more likely than not that some or all of the deferred tax assets will not be realized. |
We review any uncertain tax positions and, if necessary, we will record the expected future tax consequences of uncertain tax positions in the consolidated financial statements. Tax positions not deemed to meet the “more-likely-than-not” threshold are recorded as a tax benefit or expense in the current year. We are required to analyze all open tax years, as defined by the statute of limitations, for all major jurisdictions, which includes federal and certain states.
New Accounting Standards and Accounting Changes
See Note 2 to the accompanying consolidated financial statements for additional information related to recently issued accounting pronouncements.
Item 7A. | Quantitative and Qualitative Disclosures About Market Risk |
To the extent that we incur debt with variable interest rates, our future income, cash flows and fair values relevant to financial instruments are dependent upon prevailing market interest rates. Market risk refers to the risk of loss from adverse changes in market prices and interest rates. We use interest rate derivatives to manage our exposure to the interest rate risks related to our floating rate debt. We have no derivative financial instruments held for trading purposes.
As of December 31, 2025, 70.4% of our debt obligations were fixed in nature or were subject to interest rate swap derivatives, which mitigates the effect of changes in interest rates on our cash interest payments. If the market rate of interest on our variable rate debt increases or decreases by 50 basis points, interest expense on an annualized basis would increase or decrease, respectively, by approximately $1.4 million based on the variable rates at December 31, 2025.
Item 8. | Financial Statements and Supplementary Data |
The Company’s consolidated financial statements, together with the reports of the Company’s independent registered public accounting firm and the supplementary financial data are included in the Index beginning on page F-1 of this Annual Report on Form 10-K and are incorporated by reference herein.
Item 9. | Changes in and Disagreements with Accountants on Accounting and Financial Disclosure |
None.
Item 9A. | Controls and Procedures |
(a) Evaluation of Disclosure Controls and Procedures
Based upon an evaluation of the effectiveness of disclosure controls and procedures, our Chief Executive Officer (“CEO”) and Chief Financial Officer (“CFO”) have concluded that as of the end of the period covered by this Annual Report on Form 10-K our disclosure controls and procedures (as defined in Rules 13a-15(e) or 15d-15(e) under the Exchange Act) were effective to provide reasonable assurance that information required to be disclosed in our Exchange Act reports is recorded, processed, summarized and reported within the time periods specified by the rules and forms of the SEC and is accumulated and communicated to management, including the CEO and CFO, as appropriate to allow timely decisions regarding required disclosure.
(b) Management’s Report on Internal Control over Financial Reporting
Our management is responsible for establishing and maintaining adequate internal control over financial reporting (as defined in Rule 13a-15(f) under the Exchange Act) to provide reasonable assurance regarding the reliability of our financial reporting and the preparation of financial statements for external purposes in accordance with GAAP.
Due to its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate due to changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
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Under the supervision and with the participation of our management, including our CEO and CFO, we conducted an evaluation of the effectiveness of our internal control over financial reporting using the criteria set forth by the Committee of Sponsoring Organizations of the Treadway Commission in Internal Control—Integrated Framework (2013 Framework). Based on its evaluation, our management concluded that our internal control over financial reporting was effective to the reasonable assurance level as of December 31, 2025.
Ernst & Young LLP, an independent registered public accounting firm, has audited the Consolidated Financial Statements included in this Annual Report on Form 10-K and, as part of its audit, has issued its report, included herein at page 53, on the effectiveness of our internal control over financial reporting.
(c) Changes in Internal Control over Financial Reporting
As disclosed in our interim financial statements for the period ended September 30, 2025, we completed our implementation of a new enterprise resource planning (“ERP”) system. The new ERP system integrates various financial and operational processes to enhance accuracy, efficiency, and internal controls. A standardized internal control framework was used during the implementation and monitoring controls have been established. Management will continue to assess and monitor the new ERP system to ensure the ongoing effectiveness of internal controls.
Other than the ERP implementation, there have been no other changes in our internal control over financial reporting during the most recently completed fiscal quarter that have materially affected, or are reasonably likely to materially affect, our internal control over financial reporting.
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Report of Independent Registered Public Accounting Firm
To the Stockholders and the Board of Directors of Sunstone Hotel Investors, Inc.
Opinion on Internal Control Over Financial Reporting
We have audited Sunstone Hotel Investors, Inc.’s internal control over financial reporting as of December 31, 2025, based on criteria established in Internal Control—Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework) (the COSO criteria). In our opinion, Sunstone Hotel Investors, Inc. (the Company) maintained, in all material respects, effective internal control over financial reporting as of December 31, 2025, based on the COSO criteria.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the consolidated balance sheets of the Company as of December 31, 2025 and 2024, the related consolidated statements of operations, equity and cash flows for each of the three years in the period ended December 31, 2025, and the related notes and financial statement schedule listed in the Index at Item 15(a)(2) and our report dated February 27, 2026 expressed an unqualified opinion thereon.
Basis for Opinion
The Company’s management is responsible for maintaining effective internal control over financial reporting and for its assessment of the effectiveness of internal control over financial reporting included in the accompanying Management’s Report on Internal Control over Financial Reporting. Our responsibility is to express an opinion on the Company’s internal control over financial reporting based on our audit. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audit in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether effective internal control over financial reporting was maintained in all material respects.
Our audit included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, testing and evaluating the design and operating effectiveness of internal control based on the assessed risk, and performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion.
Definition and Limitations of Internal Control Over Financial Reporting
A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A company’s internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
| |
/s/ Ernst & Young LLP | |
| |
Irvine, California | |
February 27, 2026 | |
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Item 9B. | Other Information |
| (a) |
| (b) | During the quarter ended December 31, 2025, no director of officer of the Company adopted or terminated a “Rule 10b5-1 trading arrangement” or “non-Rule 10b5-1 trading arrangement” as each is defined in Item 408(a) of Regulation S-K. |
Item 9C. | Disclosure Regarding Foreign Jurisdictions that Prevent Inspections |
None.
PART III
Item 10. |
The information required by this Item is set forth under the captions “Proposal 1: Election of Directors” and “Company Information” in our definitive Proxy Statement, which will be filed with the SEC pursuant to Regulation 14A under the Exchange Act and is incorporated herein by reference.
Certain other information concerning executive officers of the Company is included in Part I, Item 1 of this Annual Report on Form 10-K under the caption “Information about our Executive Officers.”
Item 11. | Executive Compensation |
The information required by this Item is set forth under the captions “Compensation Discussion and Analysis,” “Compensation Committee Report to Stockholders,” “Executive Compensation” and “Compensation Committee Interlocks and Insider Participation” in our definitive Proxy Statement, which will be filed with the SEC pursuant to Regulation 14A under the Exchange Act and is incorporated herein by reference.
Item 12. | Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters |
Except as set forth below, the information required by this Item is set forth under the caption “Security Ownership by Directors, Executive Officers and Five Percent Stockholders” in our definitive Proxy Statement, which will be filed with the SEC pursuant to Regulation 14A under the Exchange Act and is incorporated herein by reference. The following table sets forth certain information with respect to securities authorized for issuance under the equity compensation plan as of December 31, 2025:
Equity Compensation Plan Information
| | | | | | | |
| | | | | | | Number of securities |
| | | | | | | remaining available |
| | | | | | | for future issuance |
| | Number of securities to | | Weighted-average | | under the Long-term | |
| | be issued upon exercise | | exercise price of | | Incentive Plan | |
| | of outstanding options, | | outstanding options, | | (excluding securities | |
| | warrants and rights | | warrants and rights | | reflected in column a) | |
| | (a) | | (b) | | (c) | |
Equity compensation plans approved by the Company’s stockholders: | | | | | | | |
- 2022 Incentive Award Plan |
| | | | | | 6,247,280 |
Item 13. | Certain Relationships and Related Transactions, and Director Independence |
The information required by this Item is set forth under the caption “Certain Relationships and Related Transactions” and “Company Information” in our definitive Proxy Statement, which will be filed with the SEC pursuant to Regulation 14A under the Exchange Act and is incorporated herein by reference.
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Item 14. | Principal Accountant Fees and Services |
The information required by this Item is set forth under the caption “Our Independent Registered Public Accounting Firm” in our definitive Proxy Statement, which will be filed with the SEC pursuant to Regulation 14A under the Exchange Act and is incorporated herein by reference.
PART IV
Item 15. | Exhibits and Financial Statement Schedules |
| | |
(a)(1) | | Financial Statements. See Index to Financial Statements and Schedule on page F-1. |
| | |
(a)(2) | | Financial Statement Schedules. See Index to Financial Statements and Schedule on page F-1. |
| | |
(a)(3) | | Exhibits. The following exhibits are filed (or incorporated by reference herein) as a part of this Annual Report on Form 10-K: |
| | |
Exhibit | | |
Number | | Description |
| | |
3.1 | | Articles of Amendment and Restatement of Sunstone Hotel Investors, Inc. (incorporated by reference to Exhibit 3.1 to the registration statement on Form S-11 (File No. 333-117141) filed by the Company). |
| | |
3.2 | | Third Amended and Restated Bylaws of Sunstone Hotel Investors, Inc., effective as of February 9, 2023 (incorporated by reference to Exhibit 3.1 to Form 8-K, filed by the Company on February 10, 2023). |
| | |
3.3 | | Articles Supplementary Prohibiting the Company From Electing to be Subject to Section 3-803 of the Maryland General Corporation Law Absent Shareholder Approval (incorporated by reference to Exhibit 3.1 to Form 8-K, filed by the Company on April 29, 2013). |
| | |
4.1 | | Specimen Certificate of Common Stock of Sunstone Hotel Investors, Inc. (incorporated by reference to Exhibit 4.1 to the registration statement on Form S-11 (File No. 333-117141) filed by the Company). |
| | |
4.2 | | Letter furnished to Securities and Exchange Commission agreeing to furnish certain debt instruments (incorporated by reference to Exhibit 4.2 to the registration statement on Form S-11 (File No. 333-117141) filed by the Company). |
| | |
4.5 | | Description of Securities of the Registrant (incorporated by reference to Exhibit 4.5 to Form 10-K, filed by the Company on February 23, 2024. |
| | |
4.6 | | Articles Supplementary for Series G preferred stock (incorporated by reference to Exhibit 3.1 to Form 8-K, filed by the Company on April 28, 2021). |
| | |
4.7 | | Articles Supplementary for Series H preferred stock (incorporated by reference to Exhibit 3.3 to the registration statement on Form 8-A, filed by the Company on May 20, 2021). |
| | |
4.8 | | Articles Supplementary for Series I preferred stock (incorporated by reference to Exhibit 3.3 to the registration statement on Form 8-A, filed by the Company on July 15, 2021). |
| | |
4.9 | | Form of Specimen Certificate of Series H Preferred Stock of Sunstone Hotel Investors, Inc. (incorporated by reference to Exhibit 4.1 to the registration statement on Form 8-A, filed by the Company on May 20, 2021). |
| | |
4.10 | | Form of Specimen Certificate of Series I Preferred Stock of Sunstone Hotel Investors, Inc. (incorporated by reference to Exhibit 4.1 to the registration statement on Form 8-A, filed by the Company on July 15, 2021). |
| | |
10.1 | | Form of Master Agreement with Management Company (incorporated by reference to Exhibit 10.2 to the registration statement on Form S-11 (File No. 333-117141) filed by the Company). |
| | |
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10.2 | | Form of Hotel Management Agreement (incorporated by reference to Exhibit 10.3 to the registration statement on Form S-11 (File No. 333-117141) filed by the Company). |
| | |
10.3 | | Management Agreement Amendment dated as of July 1, 2005 (incorporated by reference to Exhibit 10.10.1 to Form 10-K, filed by the Company on February 15, 2006). |
| | |
10.3.1 | | Management Agreement Amendment dated as of January 1, 2006 (incorporated by reference to Exhibit 10.3.2 to Form 10-K, filed by the Company on February 12, 2009). |
| | |
10.3.2 | | Management Agreement Letter Amendment dated as of June 1, 2006 (incorporated by reference to Exhibit 10.3.3 to Form 10-K, filed by the Company on February 23, 2010). |
| | |
10.4 | | Form of TRS Lease (incorporated by reference to Exhibit 10.9 to Form 10-K, filed by the Company on February 19, 2015). # |
| | |
10.5 | | Eighth Amended and Restated Limited liability Agreement of Sunstone Hotel Partnership LLC (incorporated by reference to Exhibit 3.2 to Form 8-K, filed by the Company on July 16, 2021). |
| | |
10.6 | | Form of Restricted Stock Award Agreement. # * |
| | |
10.7 | | Form of Restricted Stock Award Certificate. # * |
| | |
10.8 | | Form of Performance-Vesting Restricted Stock Unit Award Agreement (2022) (incorporated by reference to Exhibit 10.1 to Form 8-K, filed by the Company on February 11, 2022). # |
| | |
10.9 | | Form of Performance-Vesting Restricted Stock Unit Award Agreement (Transition 2022) (incorporated by reference to Exhibit 10.2 to Form 8-K, filed by the Company on February 11, 2022). # |
| | |
10.10 | | Form of Performance-Vesting Restricted Stock Unit Award Agreement (Promotion) (incorporated by reference to Exhibit 10.1 to Form 8-K, filed by the Company on March 7, 2022). # |
| | |
10.11 | | 2022 Incentive Award Plan of Sunstone Hotel Investors, Inc. and Sunstone Hotel Partnership, LLC (incorporated by reference to Exhibit 10.1 to Form 8-K, filed by the Company on April 28, 2022). # |
| | |
10.11.1 | | First Amendment to Sunstone Hotel Investors, Inc. and Sunstone Hotel Partnership, LLC 2022 Incentive Award Plan (incorporated by reference to Exhibit 10.1 to Form 8-K, filed by the Company on May 6, 2025). # |
| | |
10.12 | | Form of Indemnification Agreement for Directors and Officers (incorporated by reference to Exhibit 10.1 to Form 10-Q, filed by the Company on August 7, 2012). # |
| | |
10.13 | | Sunstone Hotel Investors, Inc. Incentive Bonus Plan (incorporated by reference to Exhibit 10.1 to Form 8-K, filed by the Company on August 10, 2021). # |
| | |
10.14 | | Fifth Amended and Restated Employment Agreement, dated February 18, 2025, by and among Sunstone Hotel Investors, Inc., Sunstone Hotel Partnership, LLC and Bryan A. Giglia (incorporated by reference to Exhibit 10.1 to Form 10-Q, filed by the Company on May 6, 2025). # |
| | |
10.14.1 | | Amendment to Fifth Amended and Restated Employment Agreement, dated February 17, 2026, by and among Sunstone Hotel Investors, Inc., Sunstone Hotel Partnership, LLC and Bryan A. Giglia. # * |
| | |
10.15 | | Fourth Amended and Restated Employment Agreement, dated as of August 29, 2022, by and among Sunstone Hotel Investors, Inc., Sunstone Hotel Partnership, LLC and Robert C. Springer (incorporated by reference to Exhibit 10.3 to Form 10-Q, filed by the Company on November 8, 2022). # |
| | |
10.16 | | Fifth Amended and Restated Employment Agreement, dated as of August 29, 2022, by and among Sunstone Hotel Investors, Inc., Sunstone Hotel Partnership, LLC and David M. Klein (incorporated by reference to Exhibit 10.4 to Form 10-Q, filed by the Company on November 8, 2022). # |
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Table of Contents
10.17 | | Amended and Restated Employment Agreement, dated as of August 29, 2022, by and among Sunstone Hotel Investors, Inc., Sunstone Hotel Partnership, LLC and Christopher Ostapovicz (incorporated by reference to Exhibit 10.5 to Form 10-Q, filed by the Company on November 8, 2022). # |
| | |
10.18 | | Amended and Restated Employment Agreement, dated February 18, 2025, by and among Sunstone Hotel Investors, Inc., Sunstone Hotel Partnership, LLC and Aaron Reyes (incorporated by reference to Exhibit 10.2 to Form 10-Q, filed by the Company on May 6, 2025). # |
| | |
10.19 | | Credit Agreement, dated April 2, 2015, among Sunstone Hotel Investors, Inc., Sunstone Hotel Partnership, LLC, Wells Fargo Bank, National Association, Bank of America, N.A., JPMORGAN Chase Bank, N.A. and certain other lenders named therein (incorporated by reference to Exhibit 10.1 to Form 8-K, filed by the Company on April 2, 2015). |
| | |
10.19.1 | | Term Loan Supplement Agreement, dated September 3, 2015, among Sunstone Hotel Partnership, LLC, Sunstone Hotel Investors, Inc., Wells Fargo Bank, National Association and certain other lenders named therein (incorporated by reference to Exhibit 10.1 to Form 10-Q, filed by the Company on November 3, 2015). |
| | |
10.19.2 | | Amended and Restated Credit Agreement, dated October 17, 2018, among Sunstone Hotel Partnership, LLC, Sunstone Hotel Investors, Inc., certain lenders party thereto and Wells Fargo Bank, N.A. as administrative agent (incorporated by reference to Exhibit 10.1 to Form 8-K, filed by the Company on October 19, 2018). |
| | |
10.19.3 | | First Amendment to Amended and Restated Credit Agreement, dated July 15, 2020, among Sunstone Hotel Partnership, LLC, Sunstone Hotel Investors, Inc., certain lenders party thereto and Wells Fargo Bank, N.A. as administrative agent (incorporated by reference to Exhibit 10.1 to Form 8-K, filed by the Company on July 17, 2020). |
| | |
10.19.4 | | Second Amendment to Amended and Restated Credit Agreement, dated December 21, 2020, among Sunstone Hotel Partnership, LLC, Sunstone Hotel Investors, Inc., certain lenders party thereto and Wells Fargo Bank, N.A. as administrative agent (incorporated by reference to Exhibit 10.1 to Form 8-K, filed by the Company on December 23, 2020). |
| | |
10.19.5 | | Third Amendment to Amended and Restated Credit Agreement, dated July 2, 2021 by and among Sunstone Hotel Partnership, LLC, Sunstone Hotel Investors, Inc., certain lenders party thereto and Wells Fargo Bank, N.A. as administrative agent (incorporated by reference to Exhibit 10.1 Form 8-K, filed by the Company on July 8, 2021). |
| | |
10.19.6 | | Fourth Amendment to Amended and Restated Credit Agreement, dated November 22, 2021 by and among Sunstone Hotel Partnership, LLC, Sunstone Hotel Investors, Inc., certain lenders party thereto and Wells Fargo Bank, N.A. as administrative agent (incorporated by reference to Exhibit 10.1 Form 8-K, filed by the Company on November 26, 2021). |
| | |
10.19.7 | | Second Amended and Restated Credit Agreement, dated July 25, 2022, among Sunstone Hotel Partnership, LLC, Sunstone Hotel Investors, Inc., certain lenders party thereto and Wells Fargo Bank, N.A. as administrative agent (incorporated by reference to Exhibit 10.1 to Form 8-K, filed by the Company on July 27, 2022). |
| | |
10.19.8 | | Third Amended and Restated Credit Agreement, dated September 24, 2025, by and among Sunstone Hotel Partnership, LLC, Sunstone Hotel Investors, Inc., certain lenders party thereto and Wells Fargo Bank, N.A. as administrative agent (incorporated by reference to Exhibit 10.1 to Form 8-K, filed by the Company on September 26, 2025). |
| | |
10.20 | | Note and Guarantee Agreement, dated December 20, 2016, among Sunstone Hotel Partnership, LLC, Sunstone Hotel Investors, Inc., the Initial Subsidiary Guarantors named therein, and the Purchasers named therein (incorporated by reference to Exhibit 10.20 to Form 10-K, filed by the Company on February 23, 2017). |
| | |
10.21 | | First Amendment to Note and Guarantee Agreement, dated July 15, 2020, among Sunstone Hotel Partnership, LLC, Sunstone Hotel Investors, Inc., the subsidiary guarantors from time to time party thereto, and the Purchasers named therein (incorporated by reference to Exhibit 10.2 to Form 8-K, filed by the Company on July 17, 2020). |
| | |
10.21.1 | | Second Amendment to Note and Guarantee Agreement, dated December 21, 2020, among Sunstone Hotel Partnership, LLC, Sunstone Hotel Investors, Inc., the subsidiary guarantors from time to time party thereto, and the Purchasers named therein (incorporated by reference to Exhibit 10.2 to Form 8-K, filed by the Company on December 23, 2020). |
| | |
57
Table of Contents
10.21.2 | | Third Amendment to Note and Guarantee Agreement, dated July 2, 2021, among Sunstone Hotel Partnership, LLC, Sunstone Hotel Investors, Inc., the subsidiary guarantors from time to time party thereto, and the Purchasers named therein (incorporated by reference to Exhibit 10.2 to Form 8-K, filed by the Company on July 8, 2021). |
| | |
10.21.3 | | Fourth Amendment to Note and Guarantee Agreement, dated November 22, 2021, among Sunstone Hotel Partnership, LLC, Sunstone Hotel Investors, Inc., the subsidiary guarantors from time to time party thereto, and the Purchasers named therein (incorporated by reference to Exhibit 10.2 to Form 8-K, filed by the Company on November 26, 2021). |
| | |
10.22 | | Term Loan Agreement, dated May 1, 2023, among Sunstone Hotel Partnership, LLC, Sunstone Hotel Investors, Inc., Bank of America, N.A., and certain other lenders named therein (incorporated by reference to Exhibit 10.1 to Form 8-K, filed by the Company on May 5, 2023). |
| | |
10.23 | | Term Loan Agreement, dated November 7, 2024, among Sunstone Hotel Partnership, LLC, Sunstone Hotel Investors, Inc., Wells Fargo Bank, National Association, and certain other lenders named therein (incorporated by reference to Exhibit 10.1 to Form 8-K, filed by the Company on November 12, 2024). |
| | |
19 | | Insider Trading Policies and Procedures. * |
| | |
21.1 | | List of subsidiaries. * |
| | |
23.1 | | Consent of Ernst & Young LLP. * |
| | |
31.1 | | Certification of Principal Executive Officer (Section 302 Certification). * |
| | |
31.2 | | Certification of Principal Financial Officer (Section 302 Certification). * |
| | |
32.1 | | Certification of Principal Executive Officer and Principal Financial Officer (Section 906 Certification). * |
| | |
97.1 | | Policy for Recovery of Erroneously Awarded Compensation. * |
| | |
101.INS | | XBRL Instance Document – The instance document does not appear in the interactive data file because its XBRL tags are embedded within the Inline XBRL document. * |
| | |
101.SCH | | Inline XBRL Taxonomy Extension Schema Document * |
| | |
101.CAL | | Inline XBRL Taxonomy Extension Calculation Linkbase Document * |
| | |
101.LAB | | Inline XBRL Taxonomy Extension Label Linkbase Document * |
| | |
101.PRE | | Inline XBRL Taxonomy Extension Presentation Linkbase Document * |
| | |
101.DEF | | Inline XBRL Taxonomy Extension Definition Linkbase Document * |
| | |
104 | | Cover page from the Company’s Annual Report on Form 10-K for the year ended December 31, 2025 formatted in Inline XBRL (included in Exhibit 101). |
*Filed herewith.
#Management contract or compensatory plan or arrangement.
Item 16. | Form 10-K Summary |
None.
58
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SIGNATURES
Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.
| |
| Sunstone Hotel Investors, Inc. |
| |
Date: February 27, 2026 | /S/ AARON R. REYES |
| Aaron R. Reyes |
| Chief Financial Officer (Principal Financial and Accounting Officer) |
Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed below by the following persons on behalf of the registrant and in the capacities and on the date indicated.
| | | | |
Signature | | Title | | Date |
| | | | |
/S/ BRYAN A. GIGLIA | | Director and Chief Executive Officer (Principal Executive Officer) | | February 27, 2026 |
Bryan A. Giglia | | | | |
| | | | |
/S/ DOUGLAS M. PASQUALE | | Chairman | | February 27, 2026 |
Douglas M. Pasquale | | | | |
| | | | |
/S/ W. BLAKE BAIRD | | Director | | February 27, 2026 |
W. Blake Baird | | | | |
| | | | |
/S/ MICHAEL BARNELLO | | Director | | February 27, 2026 |
Michael Barnello | | | | |
| | | | |
/S/ ANDREW BATINOVICH | | Director | | February 27, 2026 |
Andrew Batinovich | | | | |
| | | | |
/S/ MONICA S. DIGILIO | | Director | | February 27, 2026 |
Monica S. Digilio | | | | |
| | | | |
/S/ KRISTINA M. LESLIE | | Director | | February 27, 2026 |
Kristina M. Leslie | | | | |
| | | | |
/S/ MURRAY J. MCCABE | | Director | | February 27, 2026 |
Murray J. McCabe | | | | |
| | | | |
/S/ VERETT MIMS | | Director | | February 27, 2026 |
Verett Mims | | | | |
59
Table of Contents
INDEX TO FINANCIAL STATEMENTS AND SCHEDULE
| | |
Sunstone Hotel Investors, Inc.: | | Page |
| | |
Report of Independent Registered Public Accounting Firm (PCAOB ID: | | F-2 |
| | |
Consolidated Balance Sheets as of December 31, 2025 and 2024 | | F-4 |
| | |
Consolidated Statements of Operations for the years ended December 31, 2025, 2024 and 2023 | | F-5 |
| | |
Consolidated Statements of Equity for the years ended December 31, 2025, 2024 and 2023 | | F-6 |
| | |
Consolidated Statements of Cash Flows for the years ended December 31, 2025, 2024 and 2023 | | F-7 |
| | |
Notes to Consolidated Financial Statements | | F-9 |
| | |
Schedule III—Real Estate and Accumulated Depreciation | | F-34 |
F-1
Table of Contents
Report of Independent Registered Public Accounting Firm
To the Stockholders and the Board of Directors of Sunstone Hotel Investors, Inc.
Opinion on the Financial Statements
We have audited the accompanying consolidated balance sheets of Sunstone Hotel Investors, Inc. (the Company) as of December 31, 2025 and 2024, the related consolidated statements of operations, equity and cash flows for each of the three years in the period ended December 31, 2025, and the related notes and financial statement schedule listed in the Index at Item 15(a)(2) (collectively referred to as the “consolidated financial statements”). In our opinion, the consolidated financial statements present fairly, in all material respects, the financial position of the Company at December 31, 2025 and 2024, and the results of its operations and its cash flows for each of the three years in the period ended December 31, 2025, in conformity with U.S. generally accepted accounting principles.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the Company's internal control over financial reporting as of December 31, 2025, based on criteria established in Internal Control-Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework), and our report dated February 27, 2026, expressed an unqualified opinion thereon.
Basis for Opinion
These financial statements are the responsibility of the Company's management. Our responsibility is to express an opinion on the Company’s financial statements based on our audits. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audits in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement, whether due to error or fraud. Our audits included performing procedures to assess the risks of material misstatement of the financial statements, whether due to error or fraud, and performing procedures that respond to those risks. Such procedures included examining, on a test basis, evidence regarding the amounts and disclosures in the financial statements. Our audits also included evaluating the accounting principles used and significant estimates made by management, as well as evaluating the overall presentation of the financial statements. We believe that our audits provide a reasonable basis for our opinion.
Critical Audit Matter
The critical audit matter communicated below is a matter arising from the current period audit of the financial statements that was communicated or required to be communicated to the audit committee and that: (1) relates to accounts or disclosures that are material to the financial statements and (2) involved our especially challenging, subjective, or complex judgments. The communication of the critical audit matter does not alter in any way our opinion on the consolidated financial statements, taken as a whole, and we are not, by communicating the critical audit matter below, providing a separate opinion on the critical audit matter or on the accounts or disclosures to which it relates.
| | |
| | Impairment of hotel properties |
Description of the Matter | | The Company’s investment in hotel properties totaled $2.8 billion as of December 31, 2025. As more fully described in Note 2 to the consolidated financial statements, the Company records impairment losses for investments in hotel properties to be held and used by the Company whenever events or changes in circumstances indicate that the carrying value of the assets may not be recoverable. Recoverability is measured by comparing the carrying amount of the asset to the related total future undiscounted net cash flows. If an asset is determined to be impaired, the Company performs an assessment to estimate the fair value of the hotel. For the year ended December 31, 2025, no hotels were impaired. Auditing management’s impairment assessment of investment in hotel properties was challenging because determining whether events or changes in circumstances indicate that the investment may be impaired and whether the investment is recoverable is judgmental due to the subjectivity in evaluating management’s identification of indicators of impairment, and assumptions used in determining whether investment in hotel properties is recoverable. In particular, judgment is required in evaluating the factors used to identify indicators of impairment, including, but not limited to, significant changes to the hotel disposition strategy and hold period and other market and economic conditions. The recoverability assessment includes subjective assumptions such as the probability assigned to each future cash flow scenario and the estimated holding period. Changes in these factors and |
F-2
Table of Contents
assumptions could have a significant effect on management’s determination of whether there is an indicator of impairment and whether the carrying value of the hotel is recoverable as of December 31, 2025. | ||
How We Addressed the Matter in Our Audit | | We obtained an understanding, evaluated the design and tested the operating effectiveness of the controls related to the impairment assessment of investment in hotel properties, including controls over management’s identification of indicators of impairment. Our audit procedures to test management’s impairment assessment included, among others, assessing the factors and assumptions described above and the underlying data used to develop such assumptions. We obtained evidence to corroborate management’s judgments and searched for contrary evidence such as significant declines in operating results, market and economic conditions, disposition strategies, or market effects. To test management’s recoverability assessment, we performed audit procedures that included, among others, comparing the factors considered and assumptions to current industry, market and economic trends using external sources. We evaluated whether the evidence obtained was contrary to the factors and assumptions in management’s assessment. We obtained and evaluated evidence of property specific business changes, including a change in disposition strategy. We also tested the probabilities assigned to the cash flows and performed analyses on these assumptions. As part of our evaluation of indicators of impairment and recoverability assessment, we considered management’s hotel disposition strategies and hold period and probabilities assigned. We assessed the appropriateness of management’s hold periods and disposition strategies through inquiries of management, inspection of board materials and other documentation of management’s plans to use the properties. |
/s/
We have served as the Company’s auditor since 2004.
| |
| |
| |
February 27, 2026 | |
F-3
Table of Contents
SUNSTONE HOTEL INVESTORS, INC.
CONSOLIDATED BALANCE SHEETS
(In thousands, except share and per share data)
| | | | | | | |
| | December 31, 2025 | | December 31, 2024 |
| ||
ASSETS | | | | | | | |
Investment in hotel properties, net | | $ | | | $ | | |
Operating lease right-of-use assets, net | |
| | |
| | |
Cash and cash equivalents | |
| | |
| | |
Restricted cash | | | | | | | |
Accounts receivable, net | |
| | |
| | |
Prepaid expenses and other assets, net | |
| | |
| | |
Total assets | | $ | | | $ | | |
| | | | | | | |
LIABILITIES AND STOCKHOLDERS' EQUITY | | | | | | | |
| | | | | | | |
LIABILITIES | | | | | | | |
Debt, net of unamortized deferred financing costs | | $ | | | $ | | |
Operating lease obligations | |
| | |
| | |
Accounts payable and accrued expenses | |
| | |
| | |
Dividends and distributions payable | | | | | | | |
Other liabilities | |
| | |
| | |
Total liabilities | |
| | |
| | |
Commitments and contingencies (Note 15) | | | | | | | |
| | | | | | | |
STOCKHOLDERS' EQUITY | | | | | | | |
Preferred stock, $ | | | | | | | |
Series G Cumulative Redeemable Preferred Stock, | | | | | | | |
| | | | | | | |
| | | | | | | |
Common stock, $ | |
| | |
| | |
Additional paid in capital | |
| | |
| | |
Distributions in excess of retained earnings | |
| ( | |
| ( | |
Total stockholders’ equity | |
| | |
| | |
| | | | | | | |
Total liabilities and stockholders' equity | | $ | | | $ | | |
See accompanying notes to consolidated financial statements.
F-4
Table of Contents
SUNSTONE HOTEL INVESTORS, INC.
CONSOLIDATED STATEMENTS OF OPERATIONS
(In thousands, except per share data)
| | | | | | | | | | |
| | Year Ended | | Year Ended | | Year Ended |
| |||
| | December 31, 2025 | | December 31, 2024 | | December 31, 2023 |
| |||
Revenues | | | | | | | | | | |
Room | | $ | | | $ | | | $ | | |
Food and beverage | |
| | |
| | |
| | |
Other operating | |
| | |
| | |
| | |
Total revenues | |
| | |
| | |
| | |
Operating Expenses | | | | | | | | | | |
Room | |
| | |
| | |
| | |
Food and beverage | |
| | |
| | |
| | |
Other operating | |
| | |
| | |
| | |
Advertising and promotion | |
| | |
| | |
| | |
Repairs and maintenance | |
| | |
| | |
| | |
Utilities | |
| | |
| | |
| | |
Franchise costs | |
| | |
| | |
| | |
Property tax, ground lease and insurance | |
| | |
| | |
| | |
Other property-level expenses | |
| | |
| | |
| | |
Corporate overhead | |
| | |
| | |
| | |
Depreciation and amortization | | | | | | | | | | |
Total operating expenses | |
| | |
| | |
| | |
| | | | | | | | | | |
Interest and other income | |
| | |
| | |
| | |
Interest expense | |
| ( | |
| ( | |
| ( | |
(Loss) gain on sale of assets, net | |
| ( | |
| | |
| | |
(Loss) gain on extinguishment of debt | | | ( | | | | | | | |
Income before income taxes | |
| | |
| | |
| | |
Income tax (provision) benefit, net | |
| ( | |
| | |
| ( | |
Net Income | |
| | |
| | |
| | |
Preferred stock dividends, net of gain on repurchases | |
| ( | |
| ( | |
| ( | |
Income attributable to common stockholders | | $ | | | $ | | | $ | | |
| | | | | | | | | | |
Basic and diluted income per share | | | | | | | | | | |
Basic income attributable to common stockholders per common share | | $ | | | $ | | | $ | | |
Diluted income attributable to common stockholders per common share | | $ | | | $ | | | $ | | |
| | | | | | | | | | |
Basic weighted average common shares outstanding | | | | | | | | | | |
Diluted weighted average common shares outstanding | | | | | | | | | | |
See accompanying notes to consolidated financial statements.
F-5
Table of Contents
SUNSTONE HOTEL INVESTORS, INC.
CONSOLIDATED STATEMENTS OF EQUITY
(In thousands, except share and per share data)
| | | | | | | | | | | | | | | | | | | | |
| | | | | | | | | | | | | | | Distributions | | | |
| |
| | Preferred Stock | | Common Stock | | | | in Excess of | | | |
| ||||||||
| | Number of | | | | | Number of | | | | | Additional | | Retained | | | |
| ||
| | Shares | | Amount | | Shares | | Amount | | Paid in Capital | | Earnings | | Total Equity |
| |||||
Balance at December 31, 2022 | | | | $ | | | | | $ | | | $ | | | $ | ( | | $ | | |
Amortization of deferred stock compensation |
| — | | | — | | — | |
| — | |
| | |
| — | |
| | |
Issuance of restricted common stock, net | | — | | | — | | | | | | | | ( | | | — | | | ( | |
Forfeiture of restricted common stock | | — | | | — | | ( | | | — | | | — | | | — | | | — | |
Common stock distributions and distributions payable at $ |
| — | | | — | | — | | | — | | | — | | | ( | |
| ( | |
Series G preferred stock dividends and dividends payable at $ | | — | | | — | | — | | | — | | | — | | | ( | | | ( | |
Series H preferred stock dividends and dividends payable at $ | | — | | | — | | — | | | — | | | — | | | ( | | | ( | |
Series I preferred stock dividends and dividends payable at $ | | — | | | — | | — | | | — | | | — | | | ( | | | ( | |
Repurchases of common stock | | — | | | — | | ( | | | ( | | | ( | | | — | | | ( | |
Acquisition of noncontrolling interest, net | | — | | | — | | — | |
| — | |
| ( | |
| — | |
| ( | |
Net income | | — | | | — | | — | |
| — | |
| — | |
| | |
| | |
Balance at December 31, 2023 |
| | | | | | | | | | | | | | | ( | | | | |
Amortization of deferred stock compensation |
| — | | | — | | — | | | — | | | | | | — | |
| | |
Issuance of restricted common stock, net | | — | | | — | | | | | | | | ( | | | — | | | ( | |
Forfeiture of restricted common stock | | — | | | — | | ( | | | ( | | | | | | — | | | — | |
Common stock distributions and distributions payable at $ | | — | | | — | | — | | | — | | | — | | | ( | | | ( | |
Series G preferred stock dividends and dividends payable at $ | | — | | | — | | — | | | — | | | — | | | ( | | | ( | |
Series H preferred stock dividends and dividends payable at $ | | — | | | — | | — | | | — | | | — | | | ( | | | ( | |
Series I preferred stock dividends and dividends payable at $ | | — | | | — | | — | | | — | | | — | | | ( | | | ( | |
Repurchases of common stock |
| — | | | — | | ( | | | ( | | | ( | |
| — | |
| ( | |
Net income |
| — | | | — | | — | | | — | | | — | | | | |
| | |
Balance at December 31, 2024 |
| | | | | | | |
| | |
| | |
| ( | |
| | |
Amortization of deferred stock compensation |
| — | | | — | | — | | | — | | | | | | — | |
| | |
Issuance of restricted common stock, net | | — | | | — | | | | | | | | ( | | | — | | | ( | |
Forfeiture of restricted common stock | | — | | | — | | ( | | | — | | | — | | | — | | | — | |
Common stock distributions and distributions payable at $ | | — | | | — | | — | | | — | | | — | | | ( | | | ( | |
Series G preferred stock dividends and dividends payable at $ | | — | | | — | | — | | | — | | | — | | | ( | | | ( | |
Series H preferred stock dividends and dividends payable at $ | | — | | | — | | — | | | — | | | — | | | ( | | | ( | |
Series I preferred stock dividends and dividends payable at $ | | — | | | — | | — | | | — | | | — | | | ( | | | ( | |
Repurchases of common stock |
| — | | | — | | ( | | | ( | | | ( | |
| — | |
| ( | |
Repurchases of Series H preferred stock | | ( | | | ( | | — | | | — | | | | | | | | | ( | |
Repurchases of Series I preferred stock | | ( | | | ( | | — | | | — | | | | | | | | | ( | |
Net income |
| — | | | — | | — | | | — | | | — | | | | |
| | |
Balance at December 31, 2025 |
| | | $ | | | | | $ | | | $ | | | $ | ( | | $ | | |
See accompanying notes to consolidated financial statements.
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Table of Contents
SUNSTONE HOTEL INVESTORS, INC.
CONSOLIDATED STATEMENTS OF CASH FLOWS
(In thousands)
| | | | | | | | | | |
| | Year Ended | | Year Ended | | Year Ended |
| |||
| | December 31, 2025 | | December 31, 2024 | | December 31, 2023 |
| |||
CASH FLOWS FROM OPERATING ACTIVITIES | | | | | | | | | | |
Net income | | $ | | | $ | | | $ | | |
Adjustments to reconcile net income to net cash provided by operating activities: | | | | | | | | | | |
Bad debt expense | |
| | |
| | |
| | |
Loss (gain) on sale of assets, net | |
| | |
| ( | |
| ( | |
Loss (gain) on extinguishment of debt | |
| | |
| ( | |
| ( | |
Noncash interest on derivatives, net | |
| | |
| ( | |
| | |
Depreciation | |
| | |
| | |
| | |
Amortization of franchise fees and other intangibles | |
| | |
| | |
| | |
Amortization of deferred financing costs | |
| | |
| | |
| | |
Amortization of deferred stock compensation | |
| | |
| | |
| | |
Gain on insurance recoveries, net | | | ( | | | ( | | | ( | |
Changes in operating assets and liabilities: | | | | | | | | | | |
Accounts receivable, net | |
| | |
| ( | |
| | |
Prepaid expenses and other assets | |
| ( | |
| ( | |
| ( | |
Accounts payable and other liabilities | |
| | |
| ( | |
| ( | |
Operating lease right-of-use assets and obligations | | | ( | | | ( | | | ( | |
Net cash provided by operating activities | |
| | |
| | |
| | |
CASH FLOWS FROM INVESTING ACTIVITIES | | | | | | | | | | |
Proceeds from sales of assets | |
| | |
| — | |
| | |
Acquisitions of hotel properties and other assets | |
| ( | |
| ( | |
| — | |
Acquisition-related key money proceeds | | | | | | — | | | — | |
Proceeds from property insurance | | | | | | | | | | |
Renovations and additions to hotel properties and other assets | |
| ( | |
| ( | |
| ( | |
Net cash (used in) provided by investing activities | |
| ( | |
| ( | |
| | |
CASH FLOWS FROM FINANCING ACTIVITIES | | | | | | | | | | |
Acquisition of noncontrolling interest, including transaction costs | |
| — | |
| — | |
| ( | |
Payment of common stock offering costs | | | — | | | — | |
| ( | |
Repurchases of common stock | | | ( | | | ( | | | ( | |
Repurchases of common stock for employee tax obligations | | | ( | | | ( | | | ( | |
Repurchases of preferred stock | | | ( | | | — | | | — | |
Proceeds from credit facility | | | | | | — | | | — | |
Payments on credit facility | | | ( | | | — | | | — | |
Proceeds from notes payable | | | | | | | | | | |
Payments on notes payable | |
| ( | |
| ( | |
| ( | |
Payments of deferred financing costs | |
| ( | |
| ( | |
| ( | |
Dividends and distributions paid | |
| ( | |
| ( | |
| ( | |
Net cash used in financing activities | |
| ( | |
| ( | |
| ( | |
Net increase (decrease) in cash and cash equivalents and restricted cash | |
| | |
| ( | |
| | |
Cash and cash equivalents and restricted cash, beginning of year | |
| | |
| | |
| | |
Cash and cash equivalents and restricted cash, end of year | | $ | | | $ | | | $ | | |
See accompanying notes to consolidated financial statements.
F-7
Table of Contents
SUNSTONE HOTEL INVESTORS, INC.
CONSOLIDATED STATEMENTS OF CASH FLOWS
(In thousands)
Supplemental Disclosure of Cash Flow Information
| | | | | | | | | |
| | December 31, 2025 | | December 31, 2024 | | December 31, 2023 | |||
Cash and cash equivalents | | $ | | | $ | | | $ | |
Restricted cash | | | | | | | | | |
Total cash and cash equivalents and restricted cash shown on the consolidated statements of cash flows | | $ | | | $ | | | $ | |
| | | | | | | | | |
| | Year Ended | | Year Ended | | Year Ended | |||
| | December 31, 2025 | | December 31, 2024 | | December 31, 2023 | |||
Cash paid for interest, net of capitalized interest | | $ | | | $ | | | $ | |
Cash (refunded) paid for income taxes, net | | $ | ( | | $ | | | $ | |
| | | | | | | | | |
Changes in operating lease right-of-use assets | | $ | | | $ | | | $ | |
Changes in operating lease obligations | | | ( | | | ( | | | ( |
Changes in operating lease right-of-use assets and lease obligations, net | | $ | ( | | $ | ( | | $ | ( |
Supplemental Disclosure of Noncash Investing and Financing Activities
| | | | | | | | | |
| | Year Ended | | Year Ended | | Year Ended | |||
| | December 31, 2025 | | December 31, 2024 | | December 31, 2023 | |||
Accrued renovations and additions to hotel properties and other assets | | $ | | | $ | | | $ | |
Gain on repurchases of preferred stock | | $ | | | $ | — | | $ | — |
Operating lease right-of-use assets obtained in exchange for operating lease obligations | | $ | | | $ | | | $ | |
Amortization of deferred stock compensation — construction activities | | $ | | | $ | | | $ | |
Dividends and distributions payable | | $ | | | $ | | | $ | |
See accompanying notes to consolidated financial statements.
F-8
Table of Contents
SUNSTONE HOTEL INVESTORS, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
1. Organization and Description of Business
Sunstone Hotel Investors, Inc. (the “Company”) was incorporated in Maryland on June 28, 2004 in anticipation of an initial public offering of common stock, which was consummated on October 26, 2004. The Company elected to be taxed as a real estate investment trust (“REIT”) for federal income tax purposes, commencing with its taxable year ended on December 31, 2004. The Company, through its
As a REIT, certain tax laws limit the amount of “non-qualifying” income the Company can earn, including income derived directly from the operation of hotels. The Company leases all of its hotels to its TRS Lessee, which in turn enters into long-term management agreements with third parties to manage the operations of the Company’s hotels, in transactions that are intended to generate qualifying income.
As of December 31, 2025, the Company owned
| | | |
| | Number of Hotels |
|
Subsidiaries of Marriott International, Inc. or Marriott Hotel Services, Inc. | | | |
Hyatt Hotels Corporation | | | |
Four Seasons Hotels Limited | | | |
Hilton Worldwide Holdings, Inc. | | | |
Montage North America, LLC | | | |
Sage Hospitality Group | | | |
Singh Hospitality, LLC | | | |
| | | |
Total hotels owned as of December 31, 2025 |
| | |
2. Summary of Significant Accounting Policies
Basis of Presentation
The accompanying consolidated financial statements as of December 31, 2025 and 2024 and for the years ended December 31, 2025, 2024 and 2023, include the accounts of the Company, the Operating Partnership, the TRS Lessee, and their controlled subsidiaries. All significant intercompany balances and transactions have been eliminated. If the Company determines that it has an interest in a variable interest entity, the Company will consolidate the entity when it is determined to be the primary beneficiary of the entity.
The Company does not have any comprehensive income other than what is included in net income. If the Company has any comprehensive income in the future such that a statement of comprehensive income would be necessary, the Company will include such statement in one continuous consolidated statement of operations.
The Company has evaluated subsequent events through the date of issuance of these financial statements.
Certain prior year amounts in these notes to consolidated financial statements have been reclassified to conform to the presentation for the year ended December 31, 2025.
Use of Estimates
The preparation of consolidated financial statements in conformity with accounting principles generally accepted in the United States (“GAAP”) requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the reporting period. Actual results could differ materially from those estimates.
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Table of Contents
Cash and Cash Equivalents
Cash and cash equivalents includes cash on hand and in various bank accounts plus credit card receivables and all short-term investments with an original maturity of three months or less.
The Company maintains cash and cash equivalents with various financial institutions. These financial institutions are located throughout the country and the Company’s policy is designed to limit exposure to any one institution. The Company performs periodic evaluations of the relative credit standing of those financial institutions that are considered in the Company’s investment strategy. At December 31, 2025 and 2024, the Company had amounts in banks that were in excess of federally insured amounts.
Restricted Cash
Restricted cash primarily includes reserves for operating expenses and capital expenditures required by certain of the Company’s management and franchise agreements, as well as cash held as collateral for certain letters of credit. At times, restricted cash also includes hotel acquisition or disposition-related earnest money held in escrow reserves pending completion of the associated transaction.
Accounts Receivable
Accounts receivable primarily represents receivables from hotel guests who occupy hotel rooms and utilize hotel services. Accounts receivable also includes, among other things, receivables from tenants who lease space in the Company’s hotels. The Company maintains an allowance for doubtful accounts sufficient to cover potential credit losses.
Acquisitions of Hotel Properties and Other Entities
The acquisition of a hotel property or other entity requires an analysis of the transaction to determine if it qualifies as the purchase of a business or an asset. If the fair value of the gross assets acquired is concentrated in a single identifiable asset or group of similar identifiable assets, then the transaction is an asset acquisition. Transaction costs associated with asset acquisitions are capitalized and subsequently depreciated over the life of the related asset, while the same costs associated with a business combination are expensed as incurred and included in corporate overhead on the Company’s consolidated statements of operations. Also, given the subjectivity, business combinations are provided a one-year measurement period to adjust the provisional amounts recognized if the necessary information is not available by the end of the reporting period in which the acquisition occurs; whereas asset acquisitions are not subject to a measurement period.
Accounting for the acquisition of a hotel property or other entity requires either allocating the purchase price to the assets acquired and the liabilities assumed in the transaction at their respective relative fair values for an asset acquisition or recording the assets and liabilities at their estimated fair values with any excess consideration above net assets going to goodwill for a business combination. The most difficult estimations of individual fair values are those involving long-lived assets, such as property, equipment, and intangible assets, together with any finance or operating lease right-of-use assets and their related obligations. When the Company acquires a hotel property or other entity, it uses all available information to make these fair value determinations, including discounted cash flow analyses, market comparable data, and replacement cost data. In addition, the Company makes significant estimations regarding capitalization rates, discount rates, average daily rates, revenue growth rates, and occupancy. The Company also engages independent valuation specialists to assist in the fair value determinations of the long-lived assets acquired and the liabilities assumed. The determination of fair value is subjective and is based in part on assumptions and estimates that could differ materially from actual results in future periods.
Investments in Hotel Properties
Investments in hotel properties, including land, buildings, furniture, fixtures and equipment (“FF&E”) and identifiable intangible assets are recorded at their respective relative fair values for an asset acquisition or at their estimated fair values for a business acquisition. Property and equipment purchased after the hotel acquisition date is recorded at cost. Replacements and improvements are capitalized, while repairs and maintenance are expensed as incurred. Interest imputed during construction or during extensive renovation projects where the hotel is taken out of service is capitalized, using the Company’s weighted average interest rate on its unsecured debt, including the effects of interest rate swap derivatives, until construction is substantially complete or the assets are placed in service. Upon the sale or retirement of a fixed asset, the cost and related accumulated depreciation is removed from the Company’s accounts and any resulting gain or loss is included in the consolidated statements of operations.
Depreciation expense is based on the estimated life of the Company’s assets. The life of the assets is based on a number of assumptions, including the cost and timing of capital expenditures to maintain and refurbish the Company’s hotels, as well as specific market and economic conditions. Hotel properties are depreciated using the straight-line method over estimated useful lives primarily ranging from five years to
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Table of Contents
The Company’s investment in hotel properties, net also includes initial franchise fees which are recorded at cost and amortized using the straight-line method over the terms of the franchise agreements. All other franchise fees that are based on the Company’s results of operations are expensed as incurred.
While the Company believes its estimates are reasonable, a change in the estimated lives could affect depreciation expense and net income or the gain or loss on the sale of any of the Company’s hotels. The Company has not changed the useful lives of any of its assets during the periods discussed.
Impairment losses are recorded on investments in hotel properties to be held and used by the Company whenever events or changes in circumstances indicate that the carrying value of the assets may not be recoverable. Factors the Company considers when assessing whether impairment indicators exist include, but are not limited to, hotel disposition strategy and hold period, a significant decline in operating results not related to renovations or repositionings, significant changes in the manner in which the Company uses the asset, physical damage to the property due to unforeseen events such as natural disasters, and other market and economic conditions.
Recoverability of assets that will continue to be used is measured by comparing the carrying amount of the asset to the related total future undiscounted net cash flows. If an asset’s carrying value is not recoverable through those cash flows, the asset is considered to be impaired. The impairment is measured by the difference between the asset’s carrying amount and its fair value. The Company performs a fair value assessment using valuation techniques such as discounted cash flows and comparable sale transactions in the market to estimate the fair value of the hotel and, if appropriate and available, current estimated net sales proceeds from pending offers. The recoverability assessment includes subjective assumptions such as determining the discount rate, terminal capitalization rate, the estimated growth of revenues and expenses, revenue per available room and margins, specific market and economic conditions, the estimated holding period, as well as the probability assigned to each future cash flow scenario. Based on the Company’s review,
Fair value represents the amount at which an asset could be bought or sold in a current transaction between willing parties, that is, other than a forced or liquidation sale. The estimation process involved in determining if assets have been impaired and in the determination of fair value is inherently uncertain because it requires estimates of current market yields as well as future events and conditions. Such future events and conditions include economic and market conditions, as well as the availability of suitable financing. The realization of the Company’s investment in hotel properties is dependent upon future uncertain events and conditions and, accordingly, the actual timing and amounts realized by the Company may be materially different from their estimated fair values.
Assets Held for Sale
The Company considers a hotel and related assets held for sale if it is probable that the sale will be completed within
Deferred Financing Costs
Deferred financing costs consist of loan fees and other financing costs related to the Company’s outstanding indebtedness and credit facility commitments and are amortized to interest expense over the terms of the related debt or commitment. If a loan is refinanced or paid before its maturity, any unamortized deferred financing costs will generally be expensed unless specific rules are met that would allow for the carryover of such costs to the refinanced debt.
Deferred financing costs related to the Company’s undrawn credit facility are included on the Company’s consolidated balance sheets as an asset and are amortized ratably over the term of the line of credit arrangement, regardless of whether there are any outstanding borrowings on the line of credit arrangement. Deferred financing costs related to the Company’s outstanding debt are included on the Company’s consolidated balance sheets as a contra-liability (see Note 7), and subsequently amortized ratably over the term of the related debt.
F-11
Table of Contents
Interest Rate Derivatives
The Company’s objective in holding interest rate derivatives is to manage its exposure to the interest rate risks related to its floating rate debt. To accomplish this objective, the Company uses interest rate caps and swaps, none of which qualifies for effective hedge accounting treatment. The Company records interest rate caps and swaps on the balance sheet at their fair value. Changes in the fair value of derivatives are recorded each period in the consolidated statements of operations.
Leases
The Company determines if a contract is a lease at inception. Leases with an initial term of twelve months or less are not recorded on the balance sheet. Expense for these short-term leases is recognized on a straight-line basis over the lease term. For leases with an initial term greater than twelve months, the Company records a right-of-use (“ROU”) asset and a corresponding lease obligation. ROU assets represent the Company’s right to use an underlying asset for the lease term, and lease obligations represent the Company’s obligation to make fixed lease payments as stipulated by the lease. The Company has elected to not separate lease components from nonlease components, resulting in the Company accounting for lease and nonlease components as one single lease component.
Leases are accounted for using a dual approach, classifying leases as either operating or financing based on the principle of whether or not the lease is effectively a financed purchase of the leased asset by the Company. This classification determines whether the lease expense is recognized on a straight-line basis over the term of the lease for operating leases or based on an effective interest method for finance leases.
Lease ROU assets are recognized at the lease commencement date and include the amount of the initial operating lease obligation, any lease payments made at or before the commencement date, excluding any lease incentives received, and any initial direct costs incurred. For leases that have extension options that the Company can exercise at its discretion, management uses judgment to determine if it is reasonably certain that the Company will in fact exercise such option. If the extension option is reasonably certain to occur, the Company includes the extended term’s lease payments in the calculation of the respective lease liability. None of the Company’s leases contain any material residual value guarantees or material restrictive covenants.
Lease obligations are recognized at the lease commencement date based on the present value of lease payments over the lease term. As the Company’s leases do not provide an implicit rate, the Company uses its incremental borrowing rate (“IBR”) based on information available at the commencement date in determining the present value of lease payments over the lease term. The IBR is the rate of interest that a lessee would have to pay to borrow on a collateralized basis over a similar term an amount equal to the lease payments in a similar economic environment. In order to estimate the Company’s IBR, the Company first looks to its own unsecured debt offerings and adjusts the rate for both length of term and secured borrowing using available market data as well as consultations with leading national financial institutions that are active in the issuance of both secured and unsecured notes.
The Company reviews its right-of-use assets for indicators of impairment. If such assets are considered to be impaired, the related assets are adjusted to their estimated fair value and an impairment loss is recognized. The impairment loss recognized is measured by the amount by which the carrying amount of the assets exceeds the estimated fair value of the assets. Based on the Company’s review, no operating lease ROU assets were impaired in 2025, 2024 or 2023.
Revenue Recognition
Revenues are recognized when control of the promised goods or services is transferred to hotel guests, which is generally defined as the date upon which a guest occupies a room and/or utilizes the hotel’s services. Room revenue and other occupancy based fees are recognized over a guest’s stay at the previously agreed upon daily rate. Some of the Company’s hotel rooms are booked through independent internet travel intermediaries. If the guest pays the independent internet travel intermediary directly, revenue for the room is recognized by the Company at the price the Company sold the room to the independent internet travel intermediary, less any discount or commission paid. If the guest pays the Company directly, revenue for the room is recognized by the Company on a gross basis, with the related discount or commission recognized in room expense. A majority of the Company’s hotels participate in frequent guest programs sponsored by the hotel brand owners whereby the hotel allows guests to earn loyalty points during their hotel stay. The Company expenses charges associated with these programs as incurred, and recognizes revenue at the amount it will receive from the brand when a guest redeems their loyalty points by staying at one of the Company’s hotels. In addition, some contracts for rooms or food and beverage services require an advance deposit, which the Company records as deferred revenue (or a contract liability) and recognizes once the performance obligations are satisfied. Cancellation fees and attrition fees, which are charged to groups when they do not fulfill their contracted minimum number of room nights or minimum food and beverage spending requirements, are typically recognized as revenue in the period the Company determines it is probable that a significant reversal in the amount of revenue recognized will not occur, which is generally the period in which these fees are collected.
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Table of Contents
Food and beverage revenue and other ancillary services revenue are generated when a customer chooses to purchase goods or services. The revenue is recognized when the goods or services are provided to the customer at the amount the Company expects to be entitled to in exchange for those goods or services. For ancillary services provided by third parties, the Company assesses whether it is the principal or the agent. If the Company is the principal, revenue is recognized based upon the gross sales price. If the Company is the agent, revenue is recognized based upon the commission earned from the third party.
Additionally, the Company collects sales, use, occupancy, and other similar taxes from customers at its hotels at the time of purchase, which are not included in revenue. The Company records a liability upon collection of such taxes from the customer, and relieves the liability when payments are remitted to the applicable governmental agency.
Trade receivables and contract liabilities consisted of the following (in thousands):
| | | | | | |
| | December 31, | ||||
| | 2025 | | 2024 | ||
| | | | | | |
Trade receivables, net (1) | | $ | | | $ | |
Contract liabilities (2) | | $ | | | $ | |
| (1) | Trade receivables, net are included in accounts receivable, net on the accompanying consolidated balance sheets. |
| (2) | Contract liabilities consist of advance deposits and are included in other liabilities on the accompanying consolidated balance sheets. |
During 2025 and 2024, the Company recognized approximately $
Advertising and Promotion Costs
Advertising and promotion costs are expensed when incurred. Advertising and promotion costs represent the expense for advertising and reservation systems under the terms of the hotel franchise and brand management agreements and general and administrative expenses that are directly attributable to advertising and promotions.
Stock Based Compensation
Restricted shares and units are measured at fair value on the date of grant and amortized as compensation expense over the relevant requisite service period or derived service period. The Company has elected to account for forfeitures as they occur.
Income Taxes
The Company is subject to certain state and local taxes on its income and property, and to federal income and excise taxes on its undistributed taxable income. In addition, the TRS Lessee, which leases the Company’s hotels from the Operating Partnership, is subject to federal and state income taxes. The Company accounts for income taxes using the asset and liability method. Under this method, deferred tax assets and liabilities are recognized for the estimated future tax consequences attributable to the differences between the financial statement carrying amounts of existing assets and liabilities and their respective income tax bases, and for net operating loss, capital loss and tax credit carryforwards. The deferred tax assets and liabilities are measured using the enacted income tax rates in effect for the year in which those temporary differences are expected to be realized or settled. The effect on the deferred tax assets and liabilities from a change in tax rates is recognized in earnings in the period when the new rate is enacted. However, deferred tax assets are recognized only to the extent that it is more likely than not that they will be realized based on consideration of all available evidence, including the future reversals of existing taxable temporary differences, future projected taxable income and tax planning strategies. Valuation allowances are provided if, based upon the weight of the available evidence, it is more likely than not that some or all of the deferred tax assets will not be realized.
The Company reviews any uncertain tax positions and, if necessary, records the expected future tax consequences of uncertain tax positions in its consolidated financial statements. Tax positions not deemed to meet the “more-likely-than-not” threshold are recorded as a tax benefit or expense in the current year. The Company’s management is required to analyze all open tax years, as defined by the statute of limitations, for all major jurisdictions, which includes federal and certain states.
The Company recognizes any penalties and interest related to unrecognized tax benefits in income tax expense in its consolidated statements of operations.
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Table of Contents
Dividends
Under current federal income tax laws related to REITs, the Company is required to distribute at least
Earnings Per Share
The Company applies the two-class method when computing its earnings per share. Net income per share for each class of stock is calculated assuming all of the Company’s net income is distributed as dividends to each class of stock based on their contractual rights.
Unvested share-based payment awards that contain non-forfeitable rights to dividends or dividend equivalents (whether paid or unpaid), which include the Company’s time-based restricted stock awards, are considered participating securities and are included in the computation of earnings per share.
Basic earnings attributable to common stockholders per common share is computed based on the weighted average number of shares of common stock outstanding during each period, including shares of the Company’s performance-based restricted stock units for which all necessary conditions have been satisfied except for the passage of time. Diluted earnings attributable to common stockholders per common share is computed based on the weighted average number of shares of common stock outstanding during each period, plus potential common shares considered outstanding during the period, as long as the inclusion of such awards is not anti-dilutive. Potential common shares consist of time-based unvested restricted stock awards and performance-based restricted stock units, using the more dilutive of either the two-class method or the treasury stock method. The Company’s performance-based restricted stock units are considered for computing diluted net income per common share as of the beginning of the period in which all necessary conditions have been satisfied and the only remaining vesting condition is a service vesting condition (see Note 13).
Segment Reporting
The Company considers each of its hotels to be an operating segment and allocates resources and assesses the operating performance for each hotel. Because all of the Company’s hotels have similar economic characteristics, facilities, and services, the hotels have been aggregated into
New Accounting Standards and Accounting Changes
In December 2023, the Financial Accounting Standards Board (“FASB”) issued Accounting Standards Update No. 2023-09, “Income Taxes (Topic 740): Improvements to Income Tax Disclosures” (“ASU 2023-09”), to enhance the transparency and decision-usefulness of income tax disclosures, particularly in the rate reconciliation table and disclosures about income taxes paid. The Company adopted ASU 2023-09 for the year ended December 31, 2025, and applied the new disclosure requirements prospectively. Prior period disclosures have not been adjusted to reflect the new disclosure requirements. The adoption of ASU 2023-09 did not have a material impact to the Company’s financial statements, however ASU 2023-09’s additional disclosure requirements are included in Note 10.
In November 2024, the FASB issued Accounting Standards Update No. 2024-03, “Income Statement-Reporting Comprehensive Income-Expense Disaggregation Disclosures (Subtopic 220-40): Disaggregation of Income Statement Expenses” (“ASU 2024-03”), to improve the disclosures about a public business entity’s expenses and address requests from investors for more detailed information about the types of expenses (including purchases of inventory, employee compensation, depreciation, and amortization) in each income statement line item that contains those expenses. All entities are required to apply the guidance prospectively and may apply it retrospectively. ASU 2024-03 is effective for fiscal years beginning after December 15, 2026, and interim periods within fiscal years beginning after December 15, 2027, with early adoption permitted. The Company is currently evaluating ASU 2024-03’s additional disclosure requirements.
In December 2025, the FASB issued Accounting Standards Update No. 2025-11, “Interim Reporting (Topic 270): Narrow-Scope Improvements” (“ASU 2025-11”), which clarifies the scope and requirements for interim financial statement disclosures under U.S. GAAP. The guidance creates a comprehensive list of required interim disclosures and incorporates a disclosure principle that requires disclosures at interim periods when an event or change that has a material effect on the entity has occurred since the previous year-end. ASU 2025-11 may be applied prospectively or retrospectively and is effective for interim reporting periods within annual reporting periods beginning after December 15, 2027, with early adoption permitted. The Company is currently evaluating the impact of ASU 2025-11 on its consolidated financial statements.
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3. Investment in Hotel Properties
Investment in hotel properties, net consisted of the following (in thousands):
| | | | | | | |
| | December 31, |
| ||||
| | 2025 | | 2024 |
| ||
Land | | $ | | | $ | | |
Buildings and improvements | |
| | |
| | |
Furniture, fixtures and equipment | |
| | |
| | |
Intangible assets | |
| | |
| | |
Construction in progress | |
| | |
| | |
Investment in hotel properties, gross | |
| | |
| | |
Accumulated depreciation and amortization | |
| ( | |
| ( | |
Investment in hotel properties, net | | $ | | | $ | | |
2024 Acquisition
In April 2024, the Company purchased the fee-simple interest in the
Intangible Assets
Intangible assets included in the Company’s investment in hotel properties, net consisted of the following (in thousands):
| | | | | | | |
| | December 31, |
| ||||
| | | 2025 | | | 2024 | |
Element agreement (1) | | $ | | | $ | | |
Airspace agreements (2) | |
| | |
| | |
Residential program agreements (3) | | | | | | | |
Advance bookings (4) | | | | | | | |
Trade names (5) | | | | | | | |
Franchise agreements (6) | | | | | | | |
In-place lease agreements (7) | | | | | | | |
| |
| | |
| | |
Accumulated amortization | |
| ( | |
| ( | |
| | $ | | | $ | | |
Amortization expense on these intangible assets consisted of the following (in thousands):
| | | | | | | | | | |
| | 2025 | | 2024 | | 2023 |
| |||
Residential program agreements (3) | | $ | | | $ | | | $ | | |
Advance bookings (4) | | | | | | | | | — | |
Franchise agreements (6) | | | | | | | | | | |
In-place lease agreements (7) | | | | | | | | | | |
| | $ | | | $ | | | $ | | |
| (1) | The Element agreement as of both December 31, 2025 and 2024 included the exclusive perpetual rights to certain space at The Westin Washington, DC Downtown. The Element has an indefinite useful life and is not amortized. |
| (2) | Airspace agreements as of both December 31, 2025 and 2024 consisted of dry slip agreements at Oceans Edge Resort & Marina. The dry slips at Oceans Edge Resort & Marina have indefinite useful lives and are not amortized. |
| (3) | Residential program agreements as of both December 31, 2025 and 2024 included $ |
F-15
Table of Contents
| residential program agreement at Four Seasons Resort Napa Valley is amortized using the straight-line method over the life of the related remaining 20-year management agreement, which expires in 2041. The amortization expense for both Montage Healdsburg and Four Seasons Resort Napa Valley is included in depreciation and amortization expense in the Company’s consolidated statements of operations. |
| (4) | Advance bookings as of both December 31, 2025 and 2024 consisted of advance deposits related to our acquisition of Hyatt Regency San Antonio Riverwalk. As part of the purchase price allocation, the contractual advance hotel bookings were recorded at a discounted present value based on estimated collectability. They are amortized using the straight-line method over the periods the amounts are expected to be collected. The amortization expense for contractual advance hotel bookings is included in depreciation and amortization expense in the Company’s consolidated statements of operations. The advance bookings will be fully amortized in April 2028. |
| (5) | Trade names as of both December 31, 2025 and 2024 consisted of trademarks and bottle labeling used by Elusa Winery at Four Seasons Resort Napa Valley. The values of the trade names were determined as part of the hotel’s purchase price allocation. The trade names have indefinite useful lives and are not amortized. |
| (6) | Franchise agreements as of both December 31, 2025 and 2024 consisted of an agreement at The Bidwell Marriott Portland. In addition, franchise agreements as of December 31, 2024 included an agreement at Hilton New Orleans St. Charles, which was sold by the Company in June 2025 (see Note 4). In June 2025, the Company entered into an agreement to extend the term of The Bidwell Marriott Portland’s franchise agreement by one year. The Company amortized both agreements using the straight-line method over the lives of the franchise agreements and The Bidwell Marriott Portland agreement will be fully amortized in October 2026. The amortization expense for the franchise agreements is included in depreciation and amortization expense in the Company’s consolidated statements of operations. |
| (7) | The in-place lease agreements as of both December 31, 2025 and 2024 included agreements at Andaz Miami Beach and Hyatt Regency San Antonio Riverwalk. The values of the agreements were determined as part of the respective hotel’s purchase price allocation. The agreements are amortized using the straight-line method over the remaining non-cancelable terms of the leases and will be fully amortized between December 2026 and November 2029. The amortization expense for the in-place lease agreements is included in depreciation and amortization expense in the Company’s consolidated statements of operations. |
For the next five years, amortization expense for the intangible assets noted above is expected to be as follows (in thousands):
| | | | |
2026 | | $ | | |
2027 | | $ | | |
2028 | | $ | | |
2029 | | $ | | |
2030 | | $ | | |
4. Disposals
Disposals – 2025
In June 2025, the Company sold Hilton New Orleans St. Charles, located in Louisiana, for net proceeds of $
Disposals – 2024
While no hotels were sold in 2024, the Company recognized a net gain of $
Disposals – 2023
In October 2023, the Company sold Boston Park Plaza, located in Massachusetts, for net proceeds of $
F-16
Table of Contents
Results of Operations – Disposed Hotels
The following table provides summary results of operations for the disposed hotels, which are included in net income for their respective ownership periods (in thousands):
| | | | | | | | | |
| | 2025 | | 2024 | | 2023 | |||
Total revenues | | $ | | | $ | | | $ | |
| | | | | | | | | |
Income before income taxes (1) | | $ | | | $ | | | $ | |
| | | | | | | | | |
(Loss) gain on sale of assets, net | | $ | ( | | $ | | | $ | |
| (1) | Income before income taxes does not include the (loss) gain recognized on the hotel sales. |
5. Fair Value Measurements and Interest Rate Derivatives
Fair Value Measurements
As of December 31, 2025 and 2024, the carrying amount of certain financial instruments, including cash and cash equivalents, restricted cash, accounts receivable, and accounts payable and accrued expenses were representative of their fair values due to the short-term maturity of these instruments.
A fair value measurement is based on the assumptions that market participants would use in pricing an asset or liability in an orderly transaction. The hierarchy for inputs used in measuring fair value is as follows:
| |
Level 1 | Observable inputs that reflect quoted prices (unadjusted) for identical assets or liabilities in active markets. |
| |
Level 2 | Inputs reflect quoted prices for identical assets or liabilities in markets that are not active; quoted prices for similar assets or liabilities in active markets; inputs other than quoted prices that are observable for the asset or the liability; or inputs that are derived principally from or corroborated by observable market data by correlation or other means. |
| |
Level 3 | Unobservable inputs reflecting the Company’s own assumptions incorporated in valuation techniques used to determine fair value. These assumptions are required to be consistent with market participant assumptions that are reasonably available. |
As of both December 31, 2025 and 2024, the Company measured its interest rate derivatives at fair value on a recurring basis. The Company estimated the fair value of its interest rate derivatives using Level 2 measurements based on quotes obtained from the counterparties, which are based upon the consideration that would be required to terminate the agreements.
Fair Value of Debt
As of December 31, 2025 and 2024,
The Company’s principal balances and fair market values of its consolidated debt were as follows (in thousands):
| | | | | | | | | | | | | |
| | December 31, 2025 | | December 31, 2024 | | ||||||||
| | Carrying Amount (1) | | Fair Value (2) | | Carrying Amount (1) | | Fair Value (2) | | ||||
Debt | | $ | | | $ | | | $ | | | $ | | |
| (1) | The principal balance of debt is presented before any unamortized deferred financing costs. |
| (2) | Due to changes in market conditions and the economic environment, actual interest rates could vary materially from those estimated, which would result in variances in the Company’s calculations of the fair market value of its debt. |
F-17
Table of Contents
Interest Rate Derivatives
The Company’s interest rate swap derivatives, which are not designated as effective cash flow hedges, consisted of the following (in thousands):
| | | | | | | | | | | | | | |
| | | | | | | | | Estimated Fair Value of Assets (Liabilities) (1) | | ||||
| Strike / Capped | Effective | Maturity | | Notional | | December 31, | | ||||||
Hedged Debt (2) | LIBOR Rate | Date | Date | | Amount | | 2025 | | 2024 | | ||||
Term Loan 2 | | % | | $ | | | $ | — | | $ | | | ||
Term Loan 2 | | % | | $ | | | | ( | | | | | ||
Term Loan 2 | | % | | $ | | | | ( | | | — | | ||
Term Loans 1 and 3 | | % | | $ | | (3) | | | | | — | | ||
Term Loan 1 | | % | | $ | | (4) | | | | | — | | ||
| | | | | | | | | $ | ( | | $ | | |
| (1) | All of the Company’s swap agreements are indexed to CME Term |
| (2) | In September 2025, the Company entered into a Third Amended and Restated Credit Agreement (the “Amended Credit Agreement”), which, among other things, consolidated its four previous term loans into three new term loans (see Note 7). |
| (3) | In September 2025, the Company entered into an interest rate swap, which was effective |
| (4) | In August 2025, the Company entered into an interest rate swap, which is effective |
Noncash changes in the fair values of the Company’s interest rate derivatives resulted in increases (decreases) to interest expense as follows (in thousands):
| | | | | | | | | | |
| | 2025 | | 2024 | | 2023 | | |||
Noncash interest on derivatives, net | | $ | | | $ | ( | | $ | | |
6. Prepaid Expenses and Other Assets
Prepaid expenses and other assets, net consisted of the following (in thousands):
| | | | | | | |
| | December 31, |
| ||||
| | 2025 | | 2024 |
| ||
Prepaid expenses | | $ | | | $ | | |
Inventory | |
| | |
| | |
Deferred financing costs | | | | | | | |
Property and equipment, net | | | | | | | |
Interest rate derivatives | | | | | | | |
Deferred rent on straight-lined third-party tenant leases | | | | | | | |
Liquor licenses | |
| | |
| | |
Other | |
| | |
| | |
Total prepaid expenses and other assets, net | | $ | | | $ | | |
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Table of Contents
7. Debt
Debt Transactions – 2025
Unsecured Debt. In April 2025, the Company exercised its option to extend the maturity of its previous Term Loan 3 from May 2025 to May 2026. Additionally, in April 2025 and July 2025, the Company drew down $
In September 2025, the Company entered into the Amended Credit Agreement, which expanded its unsecured debt borrowing capacity and extended the maturity of its term loans. The Amended Credit Agreement continues to provide for a $
| ● | The maturity of the revolving credit facility was extended from |
| ● | The new term loan facilities include a $ |
| ● | The Company utilized the $ |
| ● | The revolving credit facility and the New Term Loans bear interest pursuant to a leverage-based pricing grid ranging from |
| ● | New Term Loan 1 has an initial maturity of |
| ● | New Term Loan 2 has an initial maturity of |
| ● | New Term Loan 3 has a maturity of |
| ● | The New Term Loans are available to be prepaid at any time with no prepayment penalty. |
As of December 31, 2025, the Company had
Debt Transactions – 2024
Secured Debt. The mortgage secured by the JW Marriott New Orleans was repaid on December 11, 2024, using proceeds received from the Company’s Term Loan 4.
Unsecured Debt. On November 7, 2024, the Company entered into delayed-draw Term Loan 4 and drew a total of $
F-19
Table of Contents
Debt consisted of the following (in thousands):
| | | | | | | | | | | | | |
| | | | | | | | | Balance Outstanding as of | ||||
| | December 31, 2025 | | | | December 31, | | December 31, | |||||
| | Rate Type | | Interest Rate | | Maturity Date | | 2025 | | 2024 | |||
Unsecured Corporate Credit Facilities (1) | | | | | | | | | | | | | |
Term Loan 1 | | Fixed | (2) | | % | | | $ | | | $ | | |
Term Loan 2 | | Fixed | (3) | | % | | | | | | | | |
Term Loan 3 | | Floating | (4) | | % | | | | | | | | |
Term Loan 4 | | N/A | (5) | N/A | | | N/A | | | — | | | |
Total unsecured corporate credit facilities | | | | | | | | | $ | | | $ | |
| | | | | | | | | | | | | |
Unsecured Senior Notes | | | | | | | | | | | | | |
Series A | | Fixed | | | % | | | $ | | | $ | | |
Series B | | Fixed | | | % | | | | | | | | |
Total unsecured senior notes | | | | | | | | | $ | | | $ | |
| | | | | | | | | | | | | |
Total debt | | | | | | | | | $ | | | $ | |
Unamortized deferred financing costs | | | | | | | | | | ( | | | ( |
Debt, net of unamortized deferred financing costs | | | | | | | | | $ | | | $ | |
| (1) | The variable interest rates on the Company’s unsecured corporate credit facilities are based on a pricing grid depending on the Company’s leverage ratios plus |
| (2) | New Term Loan 1 is currently subject to |
| (3) | New Term Loan 2 is subject to |
| (4) | New Term Loan 3 is subject to |
| (5) | Term Loan 4 was consolidated into the New Term Loans in conjunction with the Company’s Amended Credit Agreement. The effective interest rate on the loan was |
Aggregate future principal maturities of debt at December 31, 2025, were as follows (in thousands):
| | | | |
2026 | | $ | | |
2027 | |
| — | |
2028 | |
| | |
2029 | |
| — | |
2030 | |
| — | |
Thereafter | |
| | (1) |
Total | | $ | | |
| (1) | Includes New Term Loan 1 and New Term Loan 2 assuming the Company has exercised its options to extend the maturity of the loans from |
F-20
Table of Contents
Deferred Financing Costs and (Loss) Gain on Extinguishment of Debt
Deferred financing costs and (loss) gain on extinguishment of debt were as follows (in thousands):
| | | | | | | | | | |
| | 2025 (1) | | 2024 (2) | | 2023 (3) | | |||
Payments of deferred financing costs | | $ | | | $ | | | $ | | |
| | | | | | | | | | |
(Loss) gain on extinguishment of debt | | $ | ( | | $ | | | $ | | |
| (1) | In connection with the Amended Credit Agreement, the Company paid a total of $ |
| (2) | During 2024, the Company paid a total of $ |
| (3) | During 2023, the Company paid a total of $ |
Interest Expense
Total interest incurred and expensed on the Company’s debt was as follows (in thousands):
| | | | | | | | | | |
| | 2025 | | 2024 | | 2023 |
| |||
Interest expense on debt | | $ | | | $ | | | $ | | |
Noncash interest on derivatives, net | |
| | |
| ( | |
| | |
Amortization of deferred financing costs | |
| | |
| | |
| | |
Capitalized interest | |
| ( | |
| ( | |
| — | |
Total interest expense | | $ | | | $ | | | $ | | |
8. Other Liabilities
Other liabilities consisted of the following (in thousands):
| | | | | | | |
| | December 31, |
| ||||
| | 2025 | | 2024 |
| ||
Advance deposits | | $ | | | $ | | |
Property, sales and use taxes payable | | | | | | | |
Accrued interest | | | | | | | |
Deferred rent | | | | | | | |
Interest rate derivatives | | | | | | — | |
Management fees payable | | | | | | | |
Other | |
| | |
| | |
Total other liabilities | | $ | | | $ | | |
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Table of Contents
9. Leases
As of both December 31, 2025 and 2024, the Company had operating leases for ground, office, equipment, and airspace leases with maturity dates ranging from 2026 through 2097, excluding renewal options. Including renewal options available to the Company, the lease maturity date extends to 2147.
Operating leases were included on the Company’s consolidated balance sheets as follows (in thousands):
| | | | | | | |
| | December 31, | | ||||
| | 2025 | | 2024 | | ||
Right-of-use assets, net | | $ | | | $ | | |
| | | | | | | |
Lease obligations | | $ | | | $ | | |
| | | | | | | |
Weighted average remaining lease term | | | | | | | |
Weighted average discount rate | | | | % | | | |
Lease Expense
The components of lease expense, as well as supplemental cash flow information for operating leases, were as follows (in thousands):
| | | | | | | | | |
| | 2025 | | 2024 | | 2023 | |||
Operating lease cost | | $ | | | $ | | | $ | |
Variable lease cost (1) | | | | | | | | | |
Sublease income (2) | | | ( | | | ( | | | ( |
Total lease cost | | $ | | | $ | | | $ | |
Operating cash flows for operating leases | | $ | | | $ | | | $ | |
| (1) | Several of the Company’s hotels pay percentage rent, which is calculated on operating revenues above certain thresholds. |
| (2) | Sublease income is included in corporate overhead in the accompanying consolidated statements of operations for the years ended December 31, 2025, 2024 and 2023. |
At December 31, 2025, future maturities of the Company’s operating lease obligations were as follows (in thousands):
| | | |
2026 | | $ | |
2027 | | | |
2028 | | | |
2029 | | | |
2030 | | | |
Thereafter | | | |
Total lease payments (1) | | | |
Less: interest (2) | | | ( |
Present value of lease obligations | | $ | |
| (1) | Total lease payments do not include a total of $ |
| (2) | Calculated using the respective discount rate for each lease. |
F-22
Table of Contents
10. Income Taxes
The significant components of the Company’s deferred tax assets and liabilities were as follows (in thousands):
| | | | | | |
| | December 31, | ||||
| | 2025 | | 2024 | ||
Deferred Tax Assets: | | | | | | |
Net operating loss carryforward | | $ | | | $ | |
Other reserves | |
| | |
| |
State taxes and other | |
| | |
| |
Depreciation | | | | | | |
Total gross deferred tax assets | | | | | | |
| | | | | | |
Deferred Tax Liabilities: | | | | | | |
Amortization | | | ( | | | ( |
Deferred revenue | | | ( | | | ( |
Total gross deferred tax liabilities | | | ( | | | ( |
| | | | | | |
Less: valuation allowance | | | ( | | | ( |
| | | | | | |
Deferred tax assets, net | | $ | — | | $ | — |
At December 31, 2025 and 2024, the net operating loss carryforwards for federal income tax purposes totaled approximately $
The Company’s income tax (provision) benefit, net was included in the consolidated statements of operations as follows (in thousands):
| | | | | | | | | | |
| | 2025 | | 2024 | | 2023 |
| |||
Current: | | | | | | | | | | |
Federal | | $ | ( | | $ | ( | | $ | ( | |
State | |
| ( | |
| | |
| ( | |
Current income tax (provision) benefit, net | | | ( | | | | | | ( | |
| | | | | | | | | | |
Deferred: | | | | | | | | | | |
Federal | | | | | | ( | | | ( | |
State | |
| | |
| ( | |
| ( | |
Change in valuation allowance | |
| ( | |
| | |
| | |
Deferred income tax (provision) benefit, net | | | — | | | — | | | — | |
| | | | | | | | | | |
Income tax (provision) benefit, net | | $ | ( | | $ | | | $ | ( | |
A reconciliation of the income tax provision, net to the amount computed by applying the statutory U.S. federal income tax rate of
| | | | | | |
| | 2025 | ||||
| | Amount | | % | ||
| | | | | | |
U.S. federal statutory tax rate | | $ | ( | | % | |
Tax impact of REIT election | | | | | ( | % |
State income tax provision, net of federal income tax effect (1) | | | ( | | | % |
Change in valuation allowance | | | ( | | | % |
Key money permanent difference | | | ( | | | % |
Corporate overhead allocation permanent difference | | | ( | | | % |
Other permanent differences | | | ( | | | % |
Other deferred adjustments | | | ( | | | % |
Effective tax rate | | $ | ( | | | % |
| (1) | State taxes in Massachusetts made up the majority (greater than 50 percent) of the tax effect in this category. |
F-23
Table of Contents
The following table presents the required disclosures prior to the Company’s adoption of ASU 2023-09 and reconciles the differences between the income tax benefit (provision) calculated at the statutory U.S. federal income tax rate of
| | | | | | |
| | 2024 | | 2023 | ||
Expected federal tax expense at statutory rate | | $ | ( | | $ | ( |
Tax impact of REIT election | | | | | | |
Expected tax benefit (provision) of TRS | | | | | | ( |
| | | | | | |
State income tax benefit, net of federal (provision) | | | | | | ( |
Change in valuation allowance | | | | | | |
Other permanent differences | | | ( | | | ( |
Income tax benefit (provision), net | | $ | | | $ | ( |
The Company’s tax years from 2022 to 2025 will remain open to examination by the federal and state authorities for three and four years, respectively.
The table below represents the changes to the Company's valuation allowance (in thousands):
| | | | | | | | | | |
| | 2025 | | 2024 | | 2023 | | |||
Valuation allowance beginning of the period | | $ | | | $ | | | $ | | |
Increases (decreases) charged to income taxes | | | | | | ( | | | ( | |
Valuation allowance end of period | | $ | | | $ | | | $ | | |
| | | | | | | | | | |
Cash (refunded) paid for income taxes, net, by jurisdiction pursuant to the disclosure requirements of ASU 2023-09 for the year ended December 31, 2025 is as follows (in thousands):
| | | |
| | 2025 | |
Federal | | $ | |
State: | | | |
California | |
| ( |
Massachusetts | | | ( |
Other States | | | ( |
State total | | | ( |
| | | |
Cash (refunded) paid for income taxes, net | | $ | ( |
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Table of Contents
Characterization of Distributions
For income tax purposes, distributions paid consist of ordinary income, capital gains, return of capital or a combination thereof. Distributions per share for the years ended December 31, 2025, 2024, and 2023, were characterized as follows:
| | | | | | | | | | | | | | | | |
| | 2025 | | 2024 | | 2023 |
| |||||||||
| | Amount | | % | | Amount | | % | | Amount | | % |
| |||
Common Stock: | | | | | | | | | | | | | | | | |
Ordinary income (1) | | $ | | (2) | | % | $ | | (3) | | % | $ | — | | — | % |
Capital gain | |
| | (2) | | |
| — | | — | |
| | | | |
Return of capital | |
| — |
| — | |
| — |
| — | |
| — |
| — | |
Total | | $ | |
| | % | $ | |
| | % | $ | |
| | % |
| | | | | | | | | | | | | | | | |
Preferred Stock — Series G | | | | | | | | | | | | | | | | |
Ordinary income (1) | | $ | | | | % | $ | | | | % | $ | — | | — | % |
Capital gain | |
| | | | |
| — | | — | |
| | | | |
Return of capital | |
| — |
| — | |
| — |
| — | |
| — |
| — | |
Total | | $ | |
| | % | $ | |
| | % | $ | |
| | % |
| | | | | | | | | | | | | | | | |
Preferred Stock — Series H | | | | | | | | | | | | | | | | |
Ordinary income (1) | | $ | | | | % | $ | | | | % | $ | — | | — | % |
Capital gain | |
| | | | |
| — | | — | |
| | | | |
Return of capital | |
| — |
| — | |
| — |
| — | |
| — |
| — | |
Total | | $ | |
| | % | $ | |
| | % | $ | |
| | % |
| | | | | | | | | | | | | | | | |
Preferred Stock — Series I | | | | | | | | | | | | | | | | |
Ordinary income (1) | | $ | | | | % | $ | | | | % | $ | — | | — | % |
Capital gain | |
| | | | |
| — | | — | |
| | | | |
Return of capital | |
| — |
| — | |
| — |
| — | |
| — |
| — | |
Total | | $ | |
| | % | $ | |
| | % | $ | |
| | % |
| (1) | Ordinary income qualifies for Section 199A treatment per the 2017 Tax Cuts and Jobs Act. |
| (2) | The 2025 common stock distribution is treated as paid in |
| (3) | The 2024 common stock distribution is treated as paid in |
11. Stockholders’ Equity
Series G Cumulative Redeemable Preferred Stock
Contemporaneous with the Company’s April 2021 purchase of the Montage Healdsburg, the Company issued
| | | | | | | | |
| 2025 | | 2024 | | 2023 | |||
Series G preferred stock annual dividend rate | % | | % | | % | |||
| | | | | | | | |
Beginning in the third quarter of 2026, the annual dividend rate will increase to the greater of
F-25
Table of Contents
Series H Cumulative Redeemable Preferred Stock
In May 2021, the Company issued
On or after
Series I Cumulative Redeemable Preferred Stock
In July 2021, the Company issued
On or after
Stock Repurchase Program
In February 2023, the Company’s board of directors reauthorized the Company’s existing stock repurchase program, allowing the Company to acquire up to $
Details of the Company’s preferred and common stock repurchases were as follows (dollars in thousands):
| | | | | | | | | | |
| | 2025 | | 2024 | | 2023 | | |||
Number of common shares | | | | | | | | | | |
Number of preferred shares | | | | | | — | | | — | |
Total cost, including fees and commissions | | $ | | | $ | | | $ | | |
As of December 31, 2025, $
ATM Agreements
In March 2023, the Company entered into separate “At the Market” Agreements (the “ATM Agreements”) with several financial institutions. In accordance with the terms of the ATM Agreements, the Company may from time to time offer and sell shares of its common stock having an aggregate offering price of up to $
No common stock was issued in 2025, 2024, or 2023 under the ATM Agreements, leaving $
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Table of Contents
Dividends and Distributions
The Company declared dividends and distributions per share on its preferred stock and common stock, respectively, as follows:
| | | | | | | | | | |
| | 2025 | | 2024 | | 2023 |
| |||
Series G preferred stock | | $ | | | $ | | | $ | | |
Series H preferred stock | | $ | | | $ | | | $ | | |
Series I preferred stock | | $ | | | $ | | | $ | | |
Common stock | | $ | | | $ | | | $ | | |
12. Incentive Award Plan
The Company’s 2022 Incentive Award Plan (the “2022 Plan”) provides for granting discretionary awards to employees, consultants, and non-employee directors. The awards may be made in the form of options, restricted stock awards, dividend equivalents, stock payments, restricted stock units, other incentive awards, LTIP units, or share appreciation rights. In May 2025, the Company’s stockholders approved the first amendment to the 2022 Plan (the “Amended Plan” and together with the 2022 Plan, the “Plan”), which increased the number of shares of common stock available for issuance under the Plan from
Should a stock grant be forfeited prior to its vesting, the shares covered by the stock grant are added back to the Plan and remain available for future issuance. Shares of common stock tendered or withheld to satisfy the grant or exercise price or tax withholding obligations upon the vesting of a stock grant are not added back to the Plan.
Restricted shares and units are measured at fair value on the date of grant and amortized as compensation expense over the relevant requisite service period or derived service period. The Company has elected to account for forfeitures as they occur.
As of December 31, 2025, the Company’s issued and outstanding awards consisted of both time-based and performance-based restricted stock grants. The Company’s amortization expense, including forfeitures related to restricted shares was as follows (in thousands):
| | | | | | | | | | |
| | 2025 | | 2024 | | 2023 |
| |||
Amortization expense, including forfeitures | | $ | | | $ | | | $ | | |
| | | | | | | | | | |
Capitalized compensation cost (1) | | $ | | | $ | | | $ | | |
| (1) | The Company capitalizes compensation costs related to restricted shares granted to certain employees whose work is directly related to the Company’s capital investment in its hotels. |
As of December 31, 2025, $
Restricted Stock Awards
The Company’s restricted stock awards are time-based restricted shares that generally vest over periods ranging from
| | | | | | | | | | | | | | | | |
| | 2025 | | 2024 | | 2023 |
| |||||||||
| | | | Weighted | | | | Weighted | | | | Weighted |
| |||
| | | | Average | | | | Average | | | | Average |
| |||
| | Shares | | Price | | Shares | | Price | | Shares | | Price |
| |||
Outstanding at beginning of year |
| | | $ | |
| | | $ | |
| | | $ | | |
Granted |
| | | $ | |
| | | $ | |
| | | $ | | |
Vested |
| ( | | $ | |
| ( | | $ | |
| ( | | $ | | |
Forfeited |
| ( | | $ | |
| ( | | $ | |
| ( | | $ | | |
Outstanding at end of year |
| | | $ | |
| | | $ | |
| | | $ | | |
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Table of Contents
Restricted Stock Units
In February 2025, 2024 and 2023, the Company granted restricted stock units that vest at the end of a
In March 2022, the Company granted special awards that are subject to the achievement of
The following is a summary of non-vested restricted stock unit activity at target performance:
| | | | | | | | | | | | | | | |
| | 2025 | | 2024 | | 2023 | |||||||||
| | | | Weighted | | | | Weighted | | | | Weighted | |||
| | | | Average | | | | Average | | | | Average | |||
| | Shares | | Price | | Shares | | Price | | Shares | | Price | |||
Outstanding at beginning of year |
| | | $ | |
| | | $ | |
| | | $ | |
Granted |
| | | $ | |
| | | $ | |
| | | $ | |
Vested (1) |
| ( | | $ | |
| ( | | $ | |
| — | | $ | — |
Forfeited | | ( | | $ | | | ( | | $ | | | — | | $ | — |
Outstanding at end of year |
| | | $ | |
| | | $ | |
| | | $ | |
| (1) | Includes vested shares at target performance. In January 2025, the 2022 RSR Three-Year Performance Period restricted stock units vested between the target and maximum levels at |
The grant date fair values of the performance awards were determined based on a Monte Carlo simulation method with the following assumptions:
| | | | | | | | | | | |
Performance Award Grant Date | | Expected Volatility | | Dividend Yield (1) | | Risk-Free Rate | | Expected Term | |||
February 10, 2025 | | | | | | | | | | | |
RSR Three-Year Performance Period Shares | | | % | | — | | | | % | | |
| | | | | | | | | | | |
February 12, 2024 | | | | | | | | | | | |
RSR Three-Year Performance Period Shares | | | % | | — | | | | % | | |
| | | | | | | | | | | |
February 9, 2023 | | | | | | | | | | | |
RSR Three-Year Performance Period Shares | | | % | | — | | | | % | | |
| (1) | Dividend equivalents are assumed to be reinvested in shares of the Company’s common stock and dividend equivalents will only be paid to the extent the award vests. |
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Table of Contents
13. Earnings Per Share
The following table sets forth the computation of basic and diluted earnings per common share (in thousands, except per share data):
| | | | | | | | | | |
| | Year Ended | | Year Ended | | Year Ended |
| |||
| | December 31, 2025 | | December 31, 2024 | | December 31, 2023 |
| |||
Numerator: | | | | | | | | | | |
Net income | | $ | | | $ | | | $ | | |
Preferred stock dividends, net of gain on repurchases | |
| ( | |
| ( | |
| ( | |
Distributions paid to participating securities | | | ( | | | ( | | | ( | |
Undistributed income allocated to participating securities | |
| — | |
| — | |
| ( | |
Numerator for basic and diluted income attributable to common stockholders | | $ | | | $ | | | $ | | |
| | | | | | | | | | |
Denominator: | | | | | | | | | | |
Weighted average basic common shares outstanding | |
| | |
| | |
| | |
Unvested restricted stock units | | | | | | | | | | |
Weighted average diluted common shares outstanding | |
| | |
| | |
| | |
| | | | | | | | | | |
Basic income attributable to common stockholders per common share | | $ | | | $ | | | $ | | |
Diluted income attributable to common stockholders per common share | | $ | | | $ | | | $ | | |
In its calculation of diluted earnings per share, the Company excluded
The Company also had
14. Segment Information
The Company considers each of its hotels to be an operating segment and allocates resources and assesses the operating performance for each hotel individually. The Company has aggregated its hotels into a single reportable segment, Hotel Ownership, based on the following aggregation criteria:
| ● | All of the Company’s hotels offer similar products and services to their customers in the form of hotel rooms, food and beverage, and ancillary services; |
| ● | The Company utilizes third-party hotel management companies to deliver its products and services to its customers across all of its hotels; |
| ● | The Company’s hotels are designed and operated to appeal to similar individuals, groups, leisure, and business customers that travel to its hotels; and |
| ● | The Company’s third-party hotel managers utilize the same methods (direct hotel sales and various online booking portals) to distribute the Company’s products and services across all of its hotels. |
The Company’s Chief Operating Decision Maker (“CODM”) is its Chief Executive Officer. The CODM reviews and makes decisions on all facets of the Company’s business using all available financial and non-financial data for each hotel individually. Capital allocation decisions to acquire, sell, enhance, redevelop, or perform renewal and replacement expenditures are determined on a hotel-by-hotel basis. Specifically, the CODM reviews the results of each hotel to assess the hotel’s profitability. The CODM does not use aggregated data by brand, property type, or geography to formulate the Company’s operating and investment strategy, to manage its business, or to make decisions about resource allocation. The key measure the CODM uses to allocate resources and assess performance is individual hotel net income (loss) before interest expense, income taxes, depreciation, and amortization for REITs,
F-29
Table of Contents
adjusted to exclude the following items that are not reflective of its ongoing operating performance or incurred in the normal course of business (“Hotel Adjusted EBITDAre”):
| ● | Business interruption insurance proceeds; |
| ● | Property-level hurricane-related restoration expenses and legal fees; |
| ● | Pre-opening costs associated with extensive renovation projects; |
| ● | Property-level legal settlements, restructuring, severance, and management transition costs; |
| ● | Taxes assessed on commercial rents; and |
| ● | Other nonrecurring identified adjustments. |
The following tables include revenues, significant hotel operating expenses, and Hotel Adjusted EBITDAre for the Company’s hotels, reconciled to the consolidated amounts included in the Company’s consolidated statements of operations, which the CODM uses to manage its business, such as how to allocate capital to its hotels and how to determine the Company’s acquisition and disposition strategies (in thousands):
| | | | | | | | | |
| | 2025 | | 2024 | | 2023 | |||
Revenues | | | | | | | | | |
Hotel revenues | | $ | | | $ | | | $ | |
Other revenues (1) | | | — | | | — | | | |
Total consolidated revenues | | $ | | | $ | | | $ | |
| | | | | | | | | |
Expenses | | | | | | | | | |
Room | | $ | | | $ | | | $ | |
Food and beverage | | | | | | | | | |
Other operating | | | | | | | | | |
Advertising and promotion | | | | | | | | | |
Repairs and maintenance | | | | | | | | | |
Utilities | | | | | | | | | |
Franchise costs | | | | | | | | | |
Property tax, ground lease and insurance | | | | | | | | | |
Other property-level expenses (2) | | | | | | | | | |
| | $ | | | $ | | | $ | |
| | | | | | | | | |
| | | | | | | | | |
Hotel Adjusted EBITDAre | | $ | | | $ | | | $ | |
| | | | | | | | | |
| | 2025 | | 2024 | | 2023 | |||
Reconciliation of Hotel Adjusted EBITDAre to Net Income | | | | | | | | | |
Hotel Adjusted EBITDAre | | $ | | | $ | | | $ | |
Other revenues (1) | | | — | | | — | | | |
Non-hotel operating expenses, net (3) | | | | | | | | | |
Property-level COVID-19 relief grant (4) | | | — | | | | | | — |
Pre-opening expenses (4) | | | ( | | | ( | | | — |
Property-level legal settlements (4) | | | — | | | ( | | | — |
Property-level severance (4) | | | — | | | — | | | ( |
Taxes assessed on commercial rents (4) | | | ( | | | ( | | | ( |
Amortization of right-of use assets and obligations | | | | | | | | | |
Corporate overhead | | | ( | | | ( | | | ( |
Depreciation and amortization | | | ( | | | ( | | | ( |
Interest and other income | | | | | | | | | |
Interest expense | | | ( | | | ( | | | ( |
(Loss) gain on sale of assets, net | | | ( | | | | | | |
(Loss) gain on extinguishment of debt | | | ( | | | | | | |
Income tax (provision) benefit, net | | | ( | | | | | | ( |
Net income | | $ | | | $ | | | $ | |
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Table of Contents
| (1) | Other revenues include the amortization of any favorable or unfavorable contract intangibles recorded in conjunction with the Company’s hotel acquisitions. The CODM excludes the noncash amortization of contract intangibles because it is based on historical cost accounting and is of lesser significance in evaluating the performance of the Company’s hotels. |
| (2) | Other property-level expenses include property-level general and administrative expenses, such as payroll, benefits, and other employee-related expenses, contract and professional fees, credit and collection expenses, employee recruitment, relocation and training expenses, labor dispute expenses, consulting fees, management fees, and other expenses. |
| (3) | Non-hotel operating expenses, net are included in property tax, ground lease and insurance on the Company’s consolidated statements of operations for 2025, 2024, and 2023, and include corporate-level current year property taxes and insurance, as well as any prior year property taxes assessed on sold hotels, net of any refunds received. |
| (4) | When assessing a hotel’s operating performance, the CODM excludes certain items that are not indicative of the ongoing operating performance of the Company’s hotels, including property-level grants, pre-opening expenses associated with extensive renovation projects such as the work performed at Andaz Miami Beach, property-level legal settlements and severance, and taxes assessed on commercial rents. |
The CODM does not receive asset information by segment. Assets reported to the CODM are consistent with those included on the Company’s consolidated balance sheets, with particular emphasis on the Company’s cash and cash equivalents, restricted cash, and debt.
15. Commitments and Contingencies
Management Agreements
Management agreements with the Company’s third-party hotel managers currently require the Company to pay between
Total basic management and incentive management fees were included in other property-level expenses on the Company’s consolidated statements of operations as follows (in thousands):
| | | | | | | | | | |
| | 2025 | | 2024 | | 2023 |
| |||
Basic management fees | | $ | | | $ | | | $ | | |
Incentive management fees | |
| | |
| | |
| | |
Total basic and incentive management fees | | $ | | | $ | | | $ | | |
License and Franchise Agreements
The Company has entered into license and franchise agreements related to certain of its hotels. The license and franchise agreements require the Company to, among other things, pay monthly fees that are calculated based on specified percentages of certain revenues. The license and franchise agreements generally contain specific standards for, and restrictions and limitations on, the operation and maintenance of the hotels which are established by the franchisors to maintain uniformity in the system created by each such franchisor. Such standards generally regulate the appearance of the hotel, quality and type of goods and services offered, signage and protection of trademarks. Compliance with such standards may from time to time require the Company to make significant expenditures for capital improvements.
Total license and franchise fees were included in franchise costs on the Company’s consolidated statements of operations as follows (in thousands):
| | | | | | | | | | |
| | 2025 | | 2024 | | 2023 |
| |||
Franchise assessments (1) | | $ | | | $ | | | $ | | |
Franchise royalties | |
| | |
| | |
| | |
Total franchise costs | | $ | | | $ | | | $ | | |
| (1) | Includes advertising, reservation, and frequent guest program assessments. |
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Table of Contents
Renovation and Construction Commitments
At December 31, 2025, the Company had various contracts outstanding with third parties in connection with the ongoing renovations of certain of its hotel properties. The remaining commitments under these contracts at December 31, 2025 totaled $
401(k) Savings and Retirement Plan
The Company’s corporate employees may participate, subject to eligibility, in the Company’s 401(k) Savings and Retirement Plan (the “401(k) Plan”). Qualified employees are eligible to participate in the 401(k) Plan after attaining
The Company is also responsible for funding various retirement plans at certain hotels operated by its management companies. Other property-level expenses on the Company’s consolidated statements of operations includes matching contributions into these various retirement plans of $
Collective Bargaining Agreements
The Company is subject to exposure to collective bargaining agreements at certain hotels operated by its management companies. At December 31, 2025, approximately
Concentration of Risk
The concentration of the Company’s hotels in California, Florida, Hawaii, and Washington, DC exposes the Company’s business to economic and severe weather conditions, competition, and real and personal property tax rates unique to these locales.
As of December 31, 2025, the Company’s hotels were geographically concentrated as follows:
| | | | | | | | |
| | | | Percentage of | | Percentage of Total | ||
| | Number of Hotels | | Total Rooms (unaudited) | | Consolidated Revenue | ||
Northern California | | | % | | % | |||
Southern California | | | % | | % | |||
Florida | | | % | | % | |||
Hawaii | | | % | | % | |||
Washington, DC | | | % | | % | |||
Other
The Company has provided customary unsecured indemnities to certain lenders, including in particular, environmental indemnities. The Company has performed due diligence on the potential environmental risks, including obtaining an independent environmental review from outside environmental consultants. These indemnities obligate the Company to reimburse the indemnified parties for damages related to certain environmental matters. There is no term or damage limitation on these indemnities; however, if an environmental matter arises, the Company could have recourse against other previous owners or a claim against its environmental insurance policies.
The Company is subject to various claims, lawsuits and legal proceedings, including routine litigation arising in the ordinary course of business, regarding the operation of its hotels, its managers, and other Company matters. While it is not possible to ascertain the ultimate outcome of such matters, the Company believes that the aggregate identifiable amount of such liabilities, if any, in excess of amounts covered by insurance will not have a material adverse impact on its financial condition or results of operations. The outcome of claims, lawsuits, and legal proceedings brought against the Company, however, is subject to significant uncertainties.
16. Subsequent Events
In January 2026, the Company drew down the $
F-32
Table of Contents
Subsequent to the year ending December 31, 2025 and through the date of issuance of these financial statements, the Company repurchased
In February 2026, the Company’s board of directors reauthorized the Company’s stock repurchase program which allows the Company to acquire up to $
F-33
Table of Contents
SUNSTONE HOTEL INVESTORS, INC.
SCHEDULE III—REAL ESTATE AND ACCUMULATED DEPRECIATION
DECEMBER 31, 2025
(In thousands)
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | | | | | | | | | | Cost Capitalized | | Gross Amount at | | | | | | | | | | |
| ||||||||
| | | | | Initial costs | | Subsequent to Acquisition | | December 31, 2025 (1) | | | | | | | | | | |
| ||||||||||||
| | | | | | | | Bldg. and | | | | | Bldg. and | | | | | Bldg. and | | | | | Accum. | | Date | | Depr. |
| ||||
| | Encmbr. (2) | | Land | | Impr. | | Land | | Impr. | | Land | | Impr. | | Totals | | Depr. | | Acq./Constr. | | Life |
| |||||||||
Andaz Miami Beach | | $ | — | | $ | | | $ | | | $ | ( | | $ | | | $ | | | $ | | | $ | | | $ | |
| | 5-40 | | |
Four Seasons Resort Napa Valley | |
| — | |
| | |
| | |
| — | |
| | |
| | |
| | |
| | |
| |
|
| | ||
Hilton San Diego Bayfront | |
| — | |
| — | |
| | |
| — | |
| | |
| — | |
| | |
| | |
| |
|
| | ||
Hyatt Regency San Antonio Riverwalk | |
| — | |
| | |
| | |
| ( | |
| | |
| | |
| | |
| | |
| |
|
| 5- | | |
Hyatt Regency San Francisco | |
| — | |
| | |
| | |
| — | |
| | |
| | |
| | |
| | |
| |
|
| | ||
JW Marriott New Orleans | |
| — | |
| — | |
| | |
| | |
| | |
| | |
| | |
| | |
| |
|
| | ||
Marriott Boston Long Wharf | |
| — | |
| | |
| | |
| — | |
| | |
| | |
| | |
| | |
| |
|
| | ||
Marriott Long Beach Downtown | | | — | |
| | |
| | |
| — | |
| | |
| | |
| | |
| | |
| |
|
| | ||
Montage Healdsburg | | | — | | | | | | | | | | | | | | | | | | | | | | | | | | | 5-40 | | |
Oceans Edge Resort & Marina | | | — | | | | | | | | | | | | | | | | | | | | | | | | | | | | ||
Renaissance Orlando at SeaWorld® | |
| — | |
| — | |
| | |
| | |
| | |
| | |
| | |
| | |
| |
|
| | ||
The Bidwell Marriott Portland | | | — | |
| | |
| | |
| — | |
| | |
| | |
| | |
| | |
| |
|
| | ||
The Westin Washington, DC Downtown | |
| — | |
| | |
| | |
| — | |
| | |
| | |
| | |
| | |
| |
|
| | ||
Wailea Beach Resort | | | — | | | | | | | | | — | | | | | | | | | | | | | | | | | | | ||
| | $ | — | | $ | | | $ | | | $ | | | $ | | | $ | | | $ | | | $ | | | $ | | | | | | |
| (1) | The aggregate cost of properties for federal income tax purposes is approximately $ |
| (2) | Hotel is owned by an entity whose interests are pledged to the Company’s credit facilities. |
F-34
Table of Contents
The following is a reconciliation of real estate assets and accumulated depreciation (in thousands):
| | | | | | | | | | |
| | Hotel Properties | | |||||||
| | 2025 | | 2024 | | 2023 | | |||
| | | | | | | | | | |
Reconciliation of land and buildings and improvements: | | | | | | | | | | |
Balance at the beginning of the year | | $ | | | $ | | | $ | | |
Activity during year: | | | | | | | | | | |
Acquisitions, net of key money proceeds (1) | |
| ( | |
| | |
| — | |
Improvements | |
| | |
| | |
| | |
Dispositions | |
| ( | |
| — | |
| ( | |
Balance at the end of the year | | $ | | | $ | | | $ | | |
Reconciliation of accumulated depreciation: | | | | | | | | | | |
Balance at the beginning of the year | | $ | | | $ | | | $ | | |
Depreciation | |
| | |
| | |
| | |
Dispositions | |
| ( | |
| — | |
| ( | |
Balance at the end of the year | | $ | | | $ | | | $ | | |
| (1) | Acquisitions are net of key money proceeds received from two of the Company’s third-party hotel managers. |
F-35
FAQ
What is Sunstone Hotel Investors’ (SHO) core business model?
How geographically concentrated is Sunstone Hotel Investors’ (SHO) hotel portfolio?
What major risks does Sunstone Hotel Investors (SHO) highlight in its 2025 10-K?
How does Sunstone Hotel Investors (SHO) manage its REIT and TRS structure?
What climate and environmental risks affect Sunstone Hotel Investors (SHO)?
How does Sunstone Hotel Investors (SHO) address cybersecurity and technology risk?
What is Sunstone Hotel Investors’ (SHO) approach to human capital and diversity?
