OHKMANAGEMENT
Hotel asset & operations management · Seattle, Washington

The hotel is the asset. Manage it like one.

Proven revenue execution. Disciplined control of the costs and risks that shape owner returns. Led by Ron Oh, an operator who also sits on the capital side of the table.

Book a confidential 15-minute NOI review See the record
+8.6%

Gross room revenue at OHK's current hotel, March–September 2026 vs. 2025

18.9%

First-year annual revenue gain, Holiday Inn Express North Seattle

$12K

A year in water and sewer savings from a no-cost city fixture program

$900K+

Added depreciation from a cost segregation study Ron led*

The problem

Hotels rarely lose value in one bad year. They lose it a line item at a time.

Occupancy can look healthy while the asset quietly erodes. These are the leaks we look for first.

1

Rates set by habit

Rack rates and group contracts that have not been tested against the competitive set in months.

2

Empty rooms nobody chases

One booking channel, no referral network, and no long-stay or group pipeline.

3

A leadership gap on property

GM turnover, thin training and no weekly plan, so the same problems repeat.

4

Costs nobody questions

Vendor contracts on autopilot and public programs left unclaimed.

5

Reporting that explains nothing

Numbers arrive late, with no view of what changes next month or who is responsible.

The operating model

Owner. OHK. GM. One line of accountability.

You set the objectives and approve budget and capital. OHK holds independent operating authority. Your GM runs the property on a written plan every week.

You

Owner

Sets objectives, approves budget and capital, receives reporting.

Manager

OHK

Revenue strategy and pricing, budget and marketing, GM hiring and supervision, vendor contracts.

On property

General Manager

Daily operations, team and service, executes the weekly plan.

Owner and OHK. Approvals go down; KPI and P&L reporting comes up.

OHK and GM. The weekly action plan and coaching go down; results, staffing and guest scores come up.

What OHK manages

Revenue strategy and pricingSales, RFPs and group businessBudget and marketing spendGM hiring, supervision and coaching Vendor contractsReputation and brand standardsProperty condition and capital projectsOwner reporting
The revenue engine

Every empty room has a buyer. We find it.

Rate is one lever. OHK works six, and shifts the mix as the market moves.

+8.6%

OHK today. Gross room revenue grew from $1,309,000 to $1,421,000 at OHK's current full-management hotel, a 72-room Choice-branded property in the Seattle area, for March 1–September 30, 2026 against the same dates in 2025.

Pricing

Market and rate intelligence

Regular sessions with marketing specialists and constant comp-set tracking. Rates move in real time when the market does.

Referrals

Hotel referral network

Relationships with nearby and related hotels, so their overflow and overbookings land in your empty rooms.

Extended stay

Long-stay and corporate housing

Listings and partner connections for corporate travelers on extended assignments, filling soft periods with longer stays.

Groups

Tour and group operators

Long-standing operator relationships built on service. Some operators have followed Ron from hotel to hotel.

Discovery

AI search visibility

SEO and GEO work so the hotel surfaces in search results and AI-generated answers while guests are still deciding.

Cost

Public programs, lower costs

No-cost LED lighting and HVAC upgrades through Seattle City Light, and city water-fixture replacements. At Holiday Inn Express North Seattle, new city toilets use 63% less water per flush and cut water and sewer bills by $12,000 a year, and five high-efficiency tankless water heaters save more than $8,000 a year.

WeeklyComp-set and KPI review; written action plan with the GM

OngoingRate decisions made against the market

Each reporting cycleP&L review and owner reporting

The record

Proof before promises.

Selected results from Ron Oh's roles before OHK Management.

18.9%

Holiday Inn Express & Suites North Seattle · General Manager, 2006–2021

Ran the hotel with full operating authority, reporting to ownership twice a year. Took over amid deep tour-group discounts and unstable staffing; reset rack rates, renegotiated group terms and stabilized the team. Annual revenue rose 18.9% in his first year and grew from $2.2 million in 2005 to $3.9 million in 2016. In 2014 revenue rose 17%, and IHG recognized the hotel as a revenue management model in its announcements and conferences. He led a cost segregation study with KBKG that identified more than $900,000 in additional depreciation, and prepared the hotel for its sale to King County.

693rooms

Five hotel renovations · project manager

Hampton Inn & Suites SeaTac (218 rooms; a five-month, approximately $3 million renovation, open to guests throughout), Hampton Inn & Suites Bremerton (208), Holiday Inn Express North Seattle (102), Garner Hotel Auburn (95) and Garner Hotel Liberty Lake (70).

5hotels

S1 Hospitality · VP of Operations, 2023–2025

Oversaw five properties and their GMs, including operational preparation, training and management continuity through three brand conversions to Garner and Sleep Inn.

Leadership

“Small changes and adjustments make the difference between true profit and loss.”Ron Oh

Ron Oh has led or overseen eight hotels over more than 25 years, beginning as general manager of a Ramada Inn in Eugene, Oregon, where he ran both the rooms and the restaurant. Since February 2026 he has led OHK's full-management assignment at a 72-room Choice-branded hotel in the Seattle area.

He built his reputation over fifteen years as general manager of Holiday Inn Express & Suites North Seattle, then served as Vice President of Operations at S1 Hospitality over a five-hotel portfolio. He sits on the capital side of the table too, so he reads a hotel the way its lender and its next buyer will. His rule: spend $10 wisely to earn $100. He develops leaders from within; one front-desk hire rose to general manager under his coaching.

Questions owners ask

Before the first call

What does OHK Management do?

OHK Management provides full hotel management for owners and investors: revenue strategy and pricing, sales and group business, budget and marketing, GM hiring and supervision, vendor contracts, property and capital projects, and owner reporting.

Who leads OHK Management?

Ron Oh, a hotel operator with more than 25 years of experience, eight hotels led or overseen and five hotel renovations led. He is Board Vice Chair of UniBank, a former Chair of the Washington Hospitality Association and a past President of the Washington Korean Hotel Association.

How does OHK increase hotel revenue?

Through six levers: real-time pricing against the competitive set, a hotel-to-hotel referral network, long-stay and corporate housing, tour and group operators, AI search visibility (SEO and GEO), and public programs that lower operating cost.

What results has OHK delivered?

At its current full-management hotel, gross room revenue grew 8.6%, from $1,309,000 to $1,421,000, for March 1–September 30, 2026 against the same period in 2025.

What is cost segregation, and when does it make sense?

A cost segregation study is an engineering-based review that assigns each part of a hotel, from carpet and lighting to parking areas, its correct depreciation life, so more of the cost can be deducted sooner. It tends to pay off when owners expect to hold a profitable hotel for five years or more, and it is most efficient alongside a renovation, when costs are already being itemized. Ron led one at Holiday Inn Express North Seattle that identified more than $900,000 in additional depreciation. OHK does not give tax advice; we coordinate with your CPA and a cost segregation specialist.

Where does OHK operate?

OHK Management is based in Seattle, Washington. Ron Oh has led and overseen hotels across Washington and Oregon.

How do I start?

Book a confidential 15-minute NOI review. No documents are needed. If you share your trailing-12-month P&L first, we will come with three likely profit leaks.

An OHK Management presentation folder on a meeting table beside financial reports
Next step

Request a confidential 15-minute NOI review

Start with a call, no documents needed. Share your T-12 P&L if you like, and we will come with three likely profit leaks.

Ron Oh
Phone
(206) 250-9791
Email
ronoh@ohkmanagement.com
Office
Seattle, Washington