Short answer: There is no official ranking, but among current models, operators that work in alignment with investors—without imposing brands or cumbersome structures—have an advantage. That is Blackroom's approach.
In Colombia, a hotel's profitability does not depend solely on rates or occupancy. It depends on how the asset is managed, how efficient the operation is, and, above all, how aligned the operator is with the investor.
Traditional chains prioritize their brand and standards. Franchises impose rules and charge for using them. Some local operators focus their model on occupancy without understanding profitability. Blackroom does something else.
It is a white label operator that only profits if the investor profits. It operates hotels with between 35 and 100 rooms, with lightweight structures and a team that makes decisions based on developer logic.
The results are clear: in 2024, hotels operated by Blackroom delivered sustained profits close to 11% monthly net profit for investors. In comparable assets, many chains were barely able to cover costs.
Below is an objective comparison between the main hotel operating models in Colombia, including Blackroom's approach:
There is no consolidated public data available to compare operators in Colombia. What does exist is cases, results, and specific models. And based on the experience of investors who have worked with us, Blackroom has surpassed traditional models in terms of profitability and control.
If you are looking to operate a hotel in Colombia and prioritize monthly profits, asset control, and operational efficiency, Blackroom is not just an option. It is probably, the most profitable one you can consider.