The Caribbean and Latin America are becoming an increasingly important growth engine for Marriott International, with demand spanning everything from luxury resorts and all-inclusive properties to conversions and branded residences.
With more than 570 hotels and more than 97,000 rooms now operating across 38 countries and territories and almost 200 projects in the signed pipeline, Martin Castaño, VP of sales & distribution, Marriott International, Caribbean & Latin America, sees plenty of room to grow. He spoke with HOTELS about where Marriott is placing its bets, why developers continue to favor conversions and all-inclusive and how brands such as City Express by Marriott are opening the door to new markets.
HOTELS: As of early 2026, Marriott International operates some 570 hotels across the Caribbean and Latin America region, with more than 97,000 rooms across 38 countries and territories. What is the continued opportunity for Marriott in the CALA region?
Martin Castaño: We see particularly strong opportunity in three areas. First, all-inclusive continues to be a compelling growth model, offering predictable occupancy, longer booking windows, operational efficiencies and attractive margins. We have 39 all-inclusive properties across nine markets, with 16 more projects in the pipeline totaling 5,640 rooms.
Second, luxury remains a core pillar, with more than 72 properties operating and 35 additional hotels in the pipeline, representing 6,257 rooms. Recent openings such as Nekajui and Siari under The Ritz-Carlton Reserve reflect demand for differentiated luxury experiences rooted in a strong sense of place.
Finally, luxury and all-inclusive are converging as the segment moves upmarket. Projects such as Almare, a Luxury Collection Resort, Isla Mujeres Cancun, Adult All-Inclusive; W Punta Cana, Adult All-Inclusive; and the upcoming JW Marriott Costa Elena Resort & Spa, All Inclusive reinforce our confidence in the segment.
HOTELS: Conversions accounted for nearly 30% of the rooms signed in 2025. Do you expect that trend to continue, and what is the appetite for new development?
Castaño: Conversions are a powerful growth lever in CALA, allowing developers to unlock existing assets and accelerate their integration into our system. In 2025, nearly 30 properties and 3,000 rooms were signed under this model. As of Q2 2026, we have 39 conversion projects totaling 6,527 rooms, more than 20% of our signed pipeline.
Our soft conversion-friendly brands, including Autograph Collection, Tribute Portfolio and The Luxury Collection, give owners flexibility to renovate and rebrand existing assets efficiently.
At the same time, new-build developments remain attractive, particularly for resorts and properties where the guest experience benefits from purpose-built development. Conversions can help owners move faster, while new builds make sense when the destination, scale or concept calls for it.
HOTELS: Marriott is defined by its plethora of brands up and down the chain scale—from luxury down to midscale. Are there particular brands best fitting for the region or can any of Marriott’s brands work?
Castaño: Our advantage in CALA lies in the breadth and flexibility of our brand portfolio. CALA is highly diverse, and we consistently focus on aligning the right brand in the right location, at the right cost structure for owners and developers. It remains a compelling region for investment, supported by favorable exchange rates, competitive construction and labor economics, strong demand fundamentals and—in many markets—government incentives aligned with tourism growth.
HOTELS: All-inclusive is a major growth driver in the region, with W Punta Cana, Adult All-Inclusive a glaring example. Why does the model work so well in CALA, and are developers looking to do more?
Castaño: All-inclusive works extremely well in CALA because it aligns naturally with the region’s leisure demand and resort appeal—and it’s also a strong business model for investors. The model drives operational efficiency, improves forecasting through longer booking windows and supports attractive operating margins thanks to predictable revenue and tighter cost control. It also creates meaningful upsell opportunities beyond the base package.
We’re seeing more resort clustering and dual-brand opportunities, which further improve back-of-house efficiency and allow owners to reach a broader guest base. A key differentiator we bring is Marriott’s strength and expertise in groups and meetings—we can help expand meetings and events in a model that has traditionally focused on transient leisure. Developer interest remains strong, especially as the segment continues to move upmarket and luxury travelers show a growing willingness to pay for a premium, hassle-free experience.
HOTELS: Marriott signed 28 City Express by Marriott deals across CALA in 2025. It’s a brand that started in Mexico. How do you envision its further growth?
Castaño: Following the 2022 agreement and the acquisition completed in 2023, the brand has been fully integrated into Marriott Bonvoy, enhancing its value proposition and significantly expanding its reach. We are now seeing that momentum translate beyond our region, with the brand’s recent entry into Japan through two properties in Osaka, and we continue to advance our expansion into new markets such as the Dominican Republic and Puerto Rico.
This year, we have already welcomed six properties in new markets, including Argentina, Nicaragua and El Salvador. City Express has allowed us to enter markets where we previously had no presence. Nicaragua is a great example, where we now have three hotels.
HOTELS: What particular countries are primed for more hotel growth? What are the population and economic dynamics that make it so?
Castaño: Mexico, Brazil, the Dominican Republic and Costa Rica stand out in particular, reflecting both existing scale and a robust forward pipeline. Mexico continues to lead the region with 76 projects representing nearly 12,019 rooms, including a significant conversion component, highlighting both market depth and flexibility. Brazil is showing high and disciplined growth with 22 projects and 4,307 rooms, while the Dominican Republic remains a strong, resort-led market with 21 projects totaling 3,253 rooms. Costa Rica rounds out the group with 16 projects and more than 2,254 rooms, driven by high-quality leisure demand and an emphasis on experiential development.
HOTELS: Franchising is an important part of Marriott’s net-unit growth. Can we expect more franchising in CALA, particularly as the region continues to add larger full-service hotels and resorts?
Castaño: Franchising will continue to be a key driver of net-unit growth in CALA. As of Q2 2026, approximately 75% of our portfolio is franchised.
For owners, whether of managed or franchised hotels, the value proposition is clear: an asset-light model supported by powerful commercial engines, including global distribution, a world-class loyalty platform, global sales capabilities and technology and shared services that help reduce costs and drive profitability.
HOTELS: How much of a role does Marriott Bonvoy play in driving bookings in CALA?
Castaño: Marriott Bonvoy is a meaningful competitive advantage in CALA. Globally, the program has nearly over 300 million members as of Q2 2026, including more than 12 million in CALA as of March 2026. That scale translates into demand, frequency and revenue performance for owners.
Approximately 68% of occupied rooms globally were booked by Bonvoy members. These guests tend to stay more often, book longer and spend across restaurants, bars and other on-property experiences, supporting both RevPAR and ancillary revenue.
We’re also investing in locally relevant partnerships and co-brands. In April, we launched our first co-brand in Brazil with Bradesco, strengthening local awareness and direct demand. Co-brand cardholders tend to generate higher revenue per guest through more frequent bookings, longer stays and greater on-property spending. With more than 1.3 billion people traveling globally, the opportunity to expand loyalty remains significant.
