Editorial Board   Guest Author

Ms. Morgen

Catherine E. Morgen

Partner, Morris, Manning & Martin, LLP

Catherine E. Morgen is a Partner in the firm's Commercial Real Estate Development and Finance and Hospitality Practices. Ms. Morgen concentrates her practice on the representation of real estate clients, with an emphasis on the hospitality industry.

Ms. Morgen has significant experience representing developers, owners and managers of hotel properties in effecting acquisitions, dispositions and mergers, developing their properties, negotiating hotel management agreements, franchise agreements and technical services agreements, arranging financing, and leasing. She regularly works with all of the major hotel brands and third-party operators for all hotel asset classes.

Ms. Morgen also represents institutional real estate lenders, borrowers and investors, including financial institutions, REITs and pension fund advisors. She specializes in a variety of financing transactions including permanent and construction financing, multi-state collateral pools for revolving credit facilities and mortgage loan servicing.

In addition, Ms. Morgen has written and spoken on a variety of real estate matters including CFIUS in hospitality transactions, easements, development and leasing.

Ms. Morgen is also the chair of the firm's Women's Initiative.

Representative Experience:

- Represented client in the acquisition, financing, rebranding and extensive renovation of historic hotels and resorts, including the oceanfront Cliff House Maine located on 70 acres atop Bald Head Cliff in Ogunquit, Maine, The Adolphus, a 100-plus-year-old iconic downtown Dallas hotel, and the Seelbach Hilton, a well-known historic hotel in Memphis that is listed on the National Register of Historic Places.

- Represented hotel owner in $142 million acquisition and related financing of a 5-hotel, 1,396-room portfolio of Marriott branded select-service and extended stay hotels located in Florida, Georgia and New Jersey from a large public REIT, including the assumption of three existing management agreements with Marriott.

- Represented client in its joint venture with a large institutional investment fund to acquire a 282-room Marriott in Atlanta, Georgia, and a 226-room Hilton Suites in Phoenix, Arizona. In addition, MMM represented the joint venture in obtaining financing for the acquisition and the planned major renovation program for each hotel to upgrade property exteriors, public space, back-of-house areas and guest rooms.

- Represented international hotel owner/manager in $300 million sale of a majority partnership interest with retention of long-term management rights for luxury hotels in Chicago, IL and Miami, FL and $450 million portfolio sale of 13 hotel properties in the U.S., Canada and Caribbean; negotiation of associated long-term management agreements.


Please visit http://www..mmmlaw.com for more information.

Ms. Morgen can be contacted at +1 404-504-7745 or cmorgen@mmmlaw.com

Coming up in October 2020...

Revenue Management: Maximizing Profit

Hotel Revenue Management continues to evolve at a blistering pace. Driven by technological innovation and new distribution channels, there are some dynamic opportunities for expansion in this fast-growing field. The technology is primarily designed to help revenue managers further refine their operations and pricing models to maximize hotel profit. For example, hotels can't be all things to all people, so a key strategy is to precisely identify their target audience. By employing geo-targeting techniques and analyzing behavior such as previous bookings, on-property purchases and online shopping practices, there is an increased capability to define guest demographics. By segmenting customers in more specific ways, hotels are able to create more personalized experiences which, in turn, allow managers to optimize their room rates. It is also an effective way to fulfill the unique needs and preferences of the individual. Another methodology is to consistently monitor the competition's pricing strategies. There are software tools that analyze a competitor's current rates, and then allow a hotel to make its own pricing adjustments. It is also a useful means to conduct forecasting models. Other technologies that are being integrated into a revenue manager's toolkit include Artificial Intelligence in the form of automated algorithms, and Voice Recognition (VR) for data inquiries, rate changes, and booking behavior. Predictive and analytic software programs are also being leveraged to provide more forward-looking data, instead of the usual reliance on historical performance. These metrics allow managers to be more proactive - rather than reactive - with their revenue strategy. The October issue of the Hotel Business Review will examine these developments and report on how some leading hotels are executing their revenue management strategies.