Meyer Jabara Hotels Splits Into Two Divisions as It Nears Year 50

Meyer Jabara Hotels has reorganized its 45-hotel portfolio into two operating divisions and hired Jared Karras as Senior Vice President of Operations to lead the new Full Service and Lifestyle Division, the Danbury, Conn.-based company announced October 28, 2026.

The restructure lands as the family-owned ownership and management firm approaches its 50th year. Karras, who brings more than 20 years of hospitality leadership, will run the full-service and lifestyle side. Senior Vice President of Operations James Kirkland now oversees the new Focus Service Division. The company says the two-division structure aligns operational leadership more closely with the distinct needs of each hotel segment while keeping its shared service and financial-performance standards, along with what it calls its Journey Culture.

The portfolio stakes are real. Meyer Jabara Hotels owns and operates 45 hotels and 36 food-and-beverage outlets across 20 states, ranging from 16-room boutique independents to a 508-room convention property. Brands under management span Marriott, Hilton, Hyatt, IHG, Choice and Wyndham, plus several independents. Justin Jabara, the company's president, framed the hire in explicitly operational terms.

"Jared brings the operating experience that will enable this new division to perform and grow," Jabara said. "Equally important, he understands that sustainable performance starts with people. That balance between results, accountability, leadership development, and culture is what makes him particularly well matched to lead the Full Service and Lifestyle Division as we prepare to enter our 50th year of operations and our next stage of growth."

What does Karras actually inherit?

His recent track record gives a sense of scale. Karras joins MJH after serving as Regional Vice President of Operations for TPG Hotels & Resorts, where he provided strategic leadership for a national portfolio of full-service, select-service and independent properties. Earlier roles include OTO Development, Marshall Hotels & Resorts and Sun Development & Management Corp.

Most recently he oversaw 14 branded and independent hotels representing Marriott, Hilton and Hyatt brands. Those properties stretch across major metros, coastal leisure markets, university towns and regional business centers — from the Hamptons and New York City to Baltimore and Tallahassee, Fla. That mix mirrors MJH's own portfolio diversity, which runs from small independents to large convention hotels.

Karras said the company's culture and its technology posture drew him in. "What attracted me to Meyer Jabara Hotels was its reputation in the industry and its strong culture," he said. "As I learned more about the organization, I was equally impressed by its approach to emerging technologies, including artificial intelligence, and its plans for continued growth."

How he defines performance

Karras takes a connected view of service, revenue and profitability — and he's blunt about the limits of single-metric thinking.

"You cannot measure success by looking at just one number on a profit-and-loss statement or balance sheet," Karras said. "Service (both internal and external), top-line performance, and profitability are all connected. When you develop strong teams, build trust, and give people the confidence to try new ideas, you create opportunities to improve every aspect of the business."

He ties leadership mechanics directly to outcomes: "Leadership starts with trust. Your teams need to know they can bring challenges to you and that you will help them find solutions. When people feel supported, they become more willing to take initiative, challenge themselves, and explore new ways to improve service, revenue, and profitability."

The competitive question

In his first months, Karras will focus on building relationships with property leadership, learning MJH's operating processes and aligning with company strategy. His differentiation argument applies across the portfolio, regardless of size or brand flag.

"Whether we're talking about a 16-room independent hotel or a 400-room full-service convention property, the question remains the same: Why should guests choose us over the competition?" Karras said. "The answer comes down to the value we deliver and the people who make that experience possible."

Kirkland, meanwhile, moves up from running MJH's Western Region. He joined the company in November 2024 after the merger of Griffin Hotel Management — where he was CEO — into Meyer Jabara Hotels. His background in hotel operations, revenue strategy and portfolio development is expected to drive the Focus Service Division's growth. With the two-division structure in place, MJH enters its 50th year positioning itself for what it calls its next stage of growth.