The brand is a major advantage, with 40 years under its belt, Virgin brings its own airline to the mix, but more importantly, Marino says, it has an incredibly popular and loyal customer base, which it can unleash on its hotels when they open. And although the airlines are not the main driver for which markets will launch first, it dovetails nicely in the gateway markets. “It’s where the customers are,” Marino elaborates. “[The gateways] are where the real estate economics works” for our four-star brand.

The four-star brand was chosen, as well, because it falls into the customer base that already exists for many of Virgin’s products and services, says Marino. “People don’t say, ‘I want to stay in a four-star hotel.’ They say, ‘I want these certain amenities.’” Not to mention, many of the assets in the markets Virgin is examining are ripe for a four-star style conversion, he explains.

The hotels aim for an international scope, but will lay the groundwork initially in North America before branching out. The hotels will range from 150 to 400 guest room and restaurants. The company is relying on its notoriety and reputation for being a consumer-friendly experience, whether it be their on their airlines or stores. But the international scope will be “more opportunity driven,” says Marino, since “focus is important” on North America. “It’s not growth at all costs,” he explains. “It’s growth in service to our customer.”

The company, founded in 1970 by Sir Richard Branson, has 300 branded companies in 30 countries. Leal explains, “Virgin is one of the world’s true lifestyle brands” and it will allow for some creative distribution strategies. “The ramp up will be fairly quickly because of the following.”

To inquire about investment opportunities check out http://www.virginhotels.com