BWH Hotels GB Appoints Akshada Kodag to Drive Premium and Extended Stay Growth in 2026

BWH Hotels GB has appointed commercial specialist Akshada Kodag to spearhead growth across its premium and extended-stay portfolios. The move signals a strategic pivot toward flexible, long-term corporate housing as traditional one-night business stays decline.

The appointment of Akshada Kodag marks a shift in how BWH Hotels GB intends to capture the evolving corporate travel market. Rather than relying on standard short-term bookings, Kodag will oversee the sales strategy for the group's Premium and Extended Stay portfolio, focusing specifically on corporate buyers, specialist agencies, and clients requiring long-term accommodation for relocations or hybrid work assignments.

Kodag enters the role with over 20 years of experience in hospitality operations and commercial sales, having held positions at major global brands including Kempinski, InterContinental, Hilton, Macdonald, and Accor. This background is intended to bridge the gap between the operational capabilities of independent hotels and the rigorous commercial demands of global travel management companies.

Commercial Momentum and Network Expansion

BWH Hotels GB currently manages a network of more than 230 independent hotels across Great Britain, including Best Western and WorldHotels properties. The organization has demonstrated aggressive growth over the last 12 months, adding six new hotels and securing 291 new bedroom signings.

This expansion provides the necessary scale to implement a national sales strategy. By diversifying property types—from historic castles to modern city centers—the group can now offer corporate clients a single network capable of fulfilling varied requirements across London and regional business hubs.

The financial data supports this strategic expansion:

• Meetings and Events Revenue: Increased by 10% year-on-year.
• Business on the Books: 16% higher than the previous year.
• Venues Desk Performance: Generated over £7 million in meetings, events, and groups revenue for GB hotels during 2025.

Strategic Shift Toward Extended Stay and "Bleisure"

The hospitality sector is seeing a transition where business travel is no longer strictly transactional. The rise of "bleisure"—the blending of business and leisure—and the necessity for long-term project bases have created a demand for accommodation that offers more than a standard room.

For hotel operators, extended-stay guests provide a more stable revenue profile, increasing occupancy visibility and reducing the churn associated with nightly turnovers. However, this requires a specific pricing and service model that caters to guests treating the hotel as a temporary residence for weeks rather than days.

BWH Hotels GB Commercial Performance Data

Metric	Performance Detail	Impact/Status
Total GB Portfolio	230+ Independent Hotels	National scale for corporate contracts
Recent Growth	6 New Hotels (Last 12 Months)	Expanded geographic footprint
Pipeline	291 New Bedroom Signings	Future capacity increase
M&E Revenue	+10% Year-on-Year	Increased corporate event demand
Booked Business	+16% Year-on-Year	Stronger forward-looking occupancy
2025 Venues Revenue	£7 Million+	High-value group business capture
Global Loyalty Base	64 Million BW Rewards Members	Massive cross-border lead generation
GB Loyalty Base	2.7 Million Members	Localized customer retention
Member Spend (GB)	£64 Million+	Direct revenue from loyalty ecosystem

Traveler Logistics Guide: Navigating Extended Stays

From a ground-level perspective, the best way to navigate the shift toward extended-stay corporate travel is to move beyond standard booking engines. For those managing relocations or long-term projects in the UK, consider the following logistics:

1. Negotiating Corporate Rates Avoid public online booking channels for stays exceeding 14 days. Use Travel Management Companies (TMCs) or direct corporate procurement channels. BWH’s model allows for property-specific negotiations while maintaining a central corporate umbrella, which often yields better rates for long-term stays.

2. Assessing "Sense of Place" vs. Standardization Unlike standardized global chains, BWH's independent model means facilities vary. When booking extended stays, specifically request "apartment-style" or "premium" suites to ensure access to kitchenettes or expanded workspaces, as these are not uniform across all 230+ properties.

3. Leveraging Loyalty for Bleisure If extending a business trip for leisure, utilize the BW Rewards ecosystem. With 2.7 million members in Great Britain, the loyalty program often provides the most seamless transition between a city-center business hotel and a regional leisure property (such as a coaching inn or castle) within the same network.

Infrastructure and Regional Impact

The push toward premium and extended-stay growth reflects a broader change in regional connectivity. By empowering independent hotels with a centralized sales force, BWH Hotels GB is effectively leveling the playing field between boutique independent properties and global behemoths. This allows regional hubs to attract high-value corporate contracts that were previously only accessible to large-scale international brands.

The ability to offer a "sense of place" combined with corporate-grade reliability makes this model particularly attractive for international consultants and infrastructure teams who require stability without the sterility of a standard business hotel.

The evolution of corporate travel is moving away from the overnight stay and toward a flexible, integrated living experience.

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