The Story Behind MHO Hotels
From Single-Property Operator to Franchise Reformer
When Mahendra (MZ) Patel talks about the hospitality business, he doesn’t lead with titles or ownership. He talks about lessons learned the hard way. The long days behind the front desk, nights managing check-ins, and years navigating the complexities of franchise systems that didn’t always feel fair to the owners who built them.
After decades of running nearly 20 hotels across multiple brands — from Comfort Inn and Days Inn to Best Western and Four Points — MZ began noticing patterns that bothered him. Too many small operators were facing the same challenges: hidden fees, rigid brand rules, and little say in decisions that directly affected their livelihoods.
“I loved being part of great franchise families,” he says. “But I also saw how hard-working owners sometimes struggled to have a real voice. That’s when I started thinking about what fairness should look like in franchising.”
Learning from Experience
Rather than criticizing from the sidelines, MZ set out to better understand what a truly owner-aligned business model could be. His goal wasn’t to compete with major brands — it was to prove that hotel ownership could be profitable, transparent, and empowering.
That exploration eventually led to what became MHO Hotels, a small but meaningful experiment in building a more balanced model. MZ often describes it not as a brand, but as a “case study in fairness,” a way to test ideas that could ultimately strengthen relationships between franchisees and franchisors across the industry.
From the start, his focus was on alignment: creating a system where owners could maintain individuality while benefiting from shared tools, fair contracts, and clear communication. The model emphasized education, partnership, and open dialogue — values MZ had championed long before MHO ever existed.
A Reflection of a Philosophy
MZ’s work with MHO became a tangible reflection of his broader leadership philosophy: that the best systems are those built with the people they serve.
His daughter, Priya Patel, now leads day-to-day operations, allowing MZ to focus on what he’s most passionate about: mentoring other hoteliers, advocating for fair franchising, and strengthening the AAHOA community.
He points out that MHO’s story is about proving that collaboration and transparency can exist in franchising, and that when owners are treated as partners, everyone succeeds.
Lessons for the Industry
Building something from the ground up taught MZ that meaningful change doesn’t happen from conference rooms — it starts with listening, experimenting, and doing the work yourself.
Through MHO, he learned what many AAHOA Members already know: that profitability and fairness are not opposing forces. In fact, they depend on each other.
“My story is about standing for an idea — that owners should have a voice, that fairness builds stronger partnerships, and that success is measured by the trust we earn, not the signs on our buildings,” MZ said.
Looking Ahead
Today, MZ brings those same lessons to his campaign for AAHOA Secretary. His experience building, operating, and mentoring has shaped his understanding of what hotel owners truly need: transparency, education, and leadership rooted in service.
