Adam Shindler, Founder and Managing Director

What factors determine successful alignment in complex hospitality real estate development projects?

Hospitality real estate projects begin with vision but succeed through alignment.
“Great hospitality does not just serve guests; it serves place,” says Adam Shindler, founder and managing director.

Projects must bring together land use regulations, capital, operations, brand positioning and community impact. Each element carries its own priorities, and early decisions determine how effectively they work together. When alignment is not established at the outset, gaps become difficult to correct and surface later in performance.

Wilshire Hospitality operates as a trusted ‘in-house’ advisor-partner, working with investors, developers, brands and operators to establish project alignment, to develop shared objectives and to translate creative vision into outcomes that can perform over time. This approach took form in Latin America, where real estate investors entering the hospitality sector required hands-on guidance to navigate the complexities of the industry and the region.

Wilshire works as an extension of a client team from the earliest stages of a project and guides decisions on site planning, partner selection, capital strategy and operational positioning to secure stakeholder cohesion.

“We focus on shaping how land is utilized and then how the place is experienced within the community,” says Shindler.

Drawing on nearly 30 years of industry experience, Shindler approaches hospitality through stewardship rather than a narrow customer focus. Guest expectations are balanced with the broader impact of how spaces are designed, developed, experienced and sustained. The focus is also on tailored advisory services that create local economic impact and long-term community value.

Structuring Projects from the Ground Up

How does early-stage advisory involvement influence risk, planning, and execution outcomes?

Wilshire is typically engaged early, when a site has been identified, already acquired, or is under consideration. This is followed by detailed analyses, robust pro forma assessments and careful evaluation of sustainable construction typologies. Land use constraints, zoning requirements and market conditions are assessed upfront, while financial models and development strategies are evaluated to ensure the concept can be delivered as envisioned.

Ground-up developments can span five to seven-plus years, and renovations and adaptive reuse projects may be completed within nine to 18 months, depending on labor conditions and access to strong sub-contractor networks in destination markets.

Planning, design and operational considerations often move in parallel, requiring coordination across multiple workstreams. Decisions made in one phase can shape outcomes in another, making continuity across the process essential.

“Responsible development is where stewardship and financial discipline meet,” says Shindler.

In many cases, responsibilities overlap. Asset management may continue while renovation planning is underway, requiring alignment between ongoing operations and future development. Wilshire manages overlapping responsibilities to ensure projects remain consistent with their original intent as they move toward completion.

Bruce Wright, Managing Principal (Americas), 10 Design, says, “Adam bridges design ambition and project execution with real effectiveness. He is a strong collaborator with client developers, design teams, and hotel brands. His ability to organize and align planning, operator, and development priorities, while helping to solidify project vision, is what distinguishes him in the profession. That skill in unifying stakeholders allows mixed-use and resort residential projects to move forward with clarity, efficiency, and confidence."

Partner selection is central to its approach. It adopts an unbiased perspective, prioritizing project-specific goals and cultural alignment over standardized preferences. Objectives related to brand positioning, investment strategy and stakeholder selection, including designers, operators and capital partners, are aligned through an iterative process of evaluation and refinement.

A special emphasis is placed on the owner–operator relationship, often described as a “business marriage.” Built on shared vision and mutual accountability, “this relationship is akin to a ‘real’ marriage, where this partnership can unlock significant value when aligned, but will erode performance when misaligned.” To mitigate this risk, Wilshire advocates for a deliberate selection process, ensuring both parties share a clear understanding of objectives and values before rushing down the proverbial aisle together.

A Relationship-Driven Advisory Model

Why is relationship-driven engagement critical in sustaining long-term hospitality project alignment?

Wilshire’s approach traces back to its origins. Founded in 2008 during the global financial crisis, the company is named after the street where Shindler lived when admitted to The School of Hotel Administration at Cornell University, the ‘beginning’ of his own hospitality Walkabout.

As part of his relocation to Buenos Aires, Argentina at the end of 2008, Shindler identified an opportunity to take a more independent, and hands-on, approach to hospitality real estate across the ‘emerging markets’ of Latin America. The timing and market conditions created a natural entry point to establish Wilshire Hospitality in the region.

Enhancing Decision-Making Through Technology

Within a high-touch, continuity-driven model, technology plays a supporting role. Wilshire views it not as a complete strategy, but as a tool to enhance efficiency and improve decision-making.

Digital systems help underwriting, accelerate market analysis, improve demand forecasting and refine revenue strategies and guest personalization. Information is structured and integrated into a cohesive, dashboard-oriented framework that empowers on-the-ground teams to act with precision and confidence.

Equally important is the human dimension in delivering strong user engagement. Each stakeholder’s distinct perspectives and values are balanced with emotional intelligence.
“The future of hospitality belongs to projects that create value without extracting it,” says Shindler.

Sustainability as a Core Business Principle

In what way does sustainability integration impact long-term value and operational resilience?

Sustainability is treated as a core driver of long-term value, enhancing resilience, operational efficiency and brand strength. Wilshire aligns sustainability with financial objectives to ensure projects remain viable and future-ready amid evolving regulatory and environmental challenges. The result is smarter site planning, resource-efficient infrastructure design and material selection that balances durability with environmental sensitivity.

Katie Sargent, Senior Principal (Design Director), 11fiftynine, describes, “Adam carries a thoughtful understanding of luxury hospitality, branded residences, and destination placemaking, with a strong ability to connect project identity, design intent, and brand/ operator strategy into a cohesive vision. He consistently adds value through sound judgment, collaborative leadership, and a practical approach to aligning creative ambition with market positioning and executable project outcomes.”

Many of Wilshire’s projects are located in environmentally sensitive and/or remote destinations such as mountain and coastal regions, where preserving natural and cultural balance is critical. Matching upfront development decisions with long-term performance targets ensures that conservation stewardship, environmental responsibility and profitability reinforce one another.

A key example is its involvement with SALVA, a Latin America-focused platform for alternative asset management, sustainable development and regenerative tourism. As an advisor turned partner, Wilshire currently supports local sponsors in Costa Rica, the Dominican Republic and Mexico, helping align vision, capital and execution in emerging, infrastructure-light markets.

“The question is no longer whether sustainable practices cost more. The smarter question is what it costs not to build responsibly,” asks Shindler of each prospective project opportunity he approaches.

Scott Turlington, President, Tamarack Resort, says, “Adam understands the moving parts behind mountain resort and base area development, from brand and operator alignment to phasing, positioning, and implementation. He is effective in helping organize complex initiatives into a coherent path forward grounded in both market logic and execution realities.”

Translating Culinary Passion into Structured Hospitality Experiences

The emphasis on human connection extends into food and beverage. Culinary experiences represent one of the most immersive touchpoints in hospitality, capable of creating both immediate and lasting visceral connections.

This philosophy led to the creation of Gastronomía, a specialized platform operating within Wilshire’s core advisory services. Rooted in Shindler’s early operational and academic exposure to restaurant management, the platform took shape in Buenos

Aires, where he launched POKE, a “puerta cerrada” concept – the closed-door private dining experience that evolved into broader culinary pursuits.

Today, Gastronomía functions as a concept-driven extension of the practice, supporting a wide range of food and beverage initiatives. Its scope includes acquisition support, concept development, menu planning and operational framework design, including standard operating procedures.

Working with chefs, private caterers and industry specialists, it assembles tailored teams to support a range of food and beverage initiatives, from pop-ups and private events to standalone restaurants, fast-casual formats and multi-unit rollouts. Combining operational expertise with creative vision, Gastronomía translates culinary ideas into structured, executable business models for, and with, its client-partners.

A Practice Defined by Authenticity

Shindler’s authenticity is a defining element of the practice. Combining an independently-spirited approach with institutional expertise, Wilshire offers a sensible perspective that resonates with clients seeking a balance of creativity and financial discipline.

Wilshire’s growth has been driven primarily by referrals and project-based engagements rather than traditional marketing efforts, as Shindler typically works as the ‘in-house specialist’ of the client team. Direct involvement and sustained engagement have built trust across projects and markets throughout the Americas.

Another testimonial by Matt Polci, Managing Principal, Rosedale Investment Partners (Owner, Layland RV Communities, reads, “Adam is a thoughtful and highly capable collaborator who brings both strategic perspective and practical follow-through to the work. He consistently adds value through sound judgment, strong performance, and an ability to help teams stay aligned around meaningful business and project objectives.”

Recognized as the Top Hospitality Consultancy Service in 2026, Wilshire continues to deliver tailored, place-driven hospitality projects grounded in long-term value, cultural relevance, and community impact.

“In hospitality, authenticity is no longer a luxury; it is a competitive advantage,” says Shindler.