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institucional",false,"https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Fhubnews\u002Fghl-hoteles-colombia-hospitalidad-institucional-estructura-capital-2026.webp","2026-05-28T00:00:00.000Z","2026-05-28T09:04:07.000Z",[1456],{"id":1457,"newsId":1447,"languageId":5,"title":1450,"subtitle":1458,"content":1459,"summary":1460,"takeaways":1461,"seoTagConversionId":8,"seoTag":8,"seoTitle":1462,"seoKeywords":1463,"seoDescription":1464,"seoAbstract":8,"seoImage":1465,"createdAt":1454,"updatedAt":8,"language":1466},4594,"Con tasas de interés en 11,25% y una inflación proyectada en 6,8%, los operadores hoteleros colombianos recurren a estructuras de capital alternativas para financiar su expansión hacia Centroamérica.","\u003Ch2>La hospitalidad como vehículo de inversión institucional\u003C\u002Fh2>\n\u003Cp>Colombia atraviesa un momento de redefinición en la forma en que el capital llega al sector hotelero. Las condiciones macroeconómicas actuales, con una tasa de interés de política monetaria sostenida en 11,25% por el Banco de la República y una inflación que, según Munir Jalil, economista jefe de la Región Andina de BTG Pactual, cerrará 2026 en 6,8%, han encarecido de manera significativa el crédito corporativo tradicional. Para operadores como GHL Hoteles, que gestionan 63 propiedades en Latinoamérica, esta restricción financiera ha acelerado la adopción de modelos de capitalización alternativos que transforman al operador hotelero en un genuino gestor de activos.\u003C\u002Fp>\n\u003Cp>El modelo de derechos fiduciarios empleado por GHL Hoteles, como el instrumentado en el Hotel GHL Capital y gestionado a través de entidades vigiladas por la Superintendencia Financiera de Colombia, representa una de las estructuras más sofisticadas que el mercado hotelero colombiano ha desarrollado para atraer capital institucional sin depender del apalancamiento bancario convencional. Esta arquitectura financiera permite fraccionar la propiedad del activo inmobiliario en participaciones fiduciarias, democratizando el acceso a la inversión hotelera y, al mismo tiempo, blindando al inversionista con la supervisión regulatoria del sistema financiero colombiano.\u003C\u002Fp>\n\u003Cp>La relevancia de este esquema trasciende lo meramente financiero. En un entorno donde el crédito corporativo para nuevos proyectos inmobiliarios permanece restringido, los derechos fiduciarios funcionan como un puente entre el capital institucional disponible y los activos de hospitalidad que generan flujos operativos recurrentes. Se trata de una evolución estructural: el operador hotelero deja de ser un simple prestador de servicios para convertirse en el eje de una cadena de valor que incluye estructuración financiera, gestión de activos y distribución de rendimientos.\u003C\u002Fp>\n\u003Ch2>¿Por qué los operadores hoteleros colombianos se están convirtiendo en asset managers?\u003C\u002Fh2>\n\u003Cp>La respuesta se encuentra en la convergencia de tres factores. Primero, el entorno de tasas altas obliga a buscar fuentes de financiamiento que no dependan del costo del dinero bancario. Segundo, el flujo turístico hacia Colombia mantiene una trayectoria ascendente: según la exposición de motivos del Proyecto de Ley de Turismo en trámite en el Congreso de la República, se espera que lleguen al país más de 7,5 millones de visitantes no residentes en 2026, con un potencial de generación superior a 300.000 empleos en el sector. Tercero, el respaldo de actores de capital privado global, como Advent International en el caso de GHL Hoteles, aporta disciplina institucional a la gestión y eleva los estándares de gobernanza corporativa.\u003C\u002Fp>\n\u003Cp>Esta confluencia genera un ecosistema donde el operador hotelero asume funciones que históricamente correspondían a fondos inmobiliarios o family offices. La gestión del activo, la optimización del revenue por habitación disponible, la negociación con inversionistas fiduciarios y la proyección de expansión geográfica se integran en una sola plataforma operativa. GHL Hoteles ilustra esta tendencia con precisión: su consolidación en el mercado centroamericano, materializada con la asunción de la operación del Radisson Hotel Panamá Canal en 2025, demuestra que la expansión cross-border ya forma parte integral de la tesis de inversión de los operadores colombianos.\u003C\u002Fp>\n\u003Cp>El paralelo con la evolución de otros sectores inmobiliarios resulta instructivo. La experiencia de líderes como Karen Scarpetta, reconocida por Forbes Colombia entre las 100 mujeres más poderosas del país y con una trayectoria que incluye la dirección de WeWork Latam, evidencia cómo la gestión de espacios flexibles y el impacto del nearshoring han empujado al mercado inmobiliario latinoamericano hacia modelos de operación más ágiles y estructurados financieramente. La hospitalidad institucional sigue un camino análogo: el activo hotelero ya no se valora exclusivamente por su ubicación o categoría, sino por la sofisticación de su estructura de capital y la capacidad del operador para generar retornos predecibles.\u003C\u002Fp>\n\u003Ch2>¿Cómo cambia el Proyecto de Ley de Turismo la ecuación para el capital institucional en hospitalidad?\u003C\u002Fh2>\n\u003Cp>El Proyecto de Ley de Turismo que se tramita actualmente en el Congreso colombiano busca modificar las leyes 300 de 1996 y 2068 de 2020 con objetivos que impactan directamente la estructura del mercado hotelero. La exigencia de Registro Nacional de Turismo para plataformas digitales de alojamiento apunta a formalizar un segmento que ha operado en zonas grises regulatorias, compitiendo con la hotelería institucional sin asumir las mismas cargas fiscales y normativas. La posibilidad de declarar "zonas saturadas" para limitar nuevos permisos turísticos introduce un mecanismo de protección para los activos existentes, generando barreras de entrada que, paradójicamente, podrían incrementar el valor de los portafolios hoteleros ya consolidados.\u003C\u002Fp>\n\u003Cp>Para operadores con escala como GHL Hoteles, estas disposiciones representan una oportunidad de consolidación. La formalización del mercado reduce la competencia informal y eleva la prima de calidad que los inversionistas institucionales asignan a operadores regulados y supervisados. La declaración de zonas saturadas, por su parte, convierte a los hoteles existentes en activos con escasez regulatoria, un factor que los mercados de capitales valoran con consistencia.\u003C\u002Fp>\n\u003Cp>Desde la perspectiva del capital cross-border, la regulación también envía una señal de madurez institucional. Los inversionistas internacionales que evalúan la hospitalidad colombiana como asset class buscan marcos normativos claros que protejan sus inversiones. Un entorno regulatorio que distingue con precisión entre la hospitalidad formal e informal, y que establece límites al desarrollo en zonas de alta presión turística, genera confianza y facilita la canalización de capital hacia estructuras como los derechos fiduciarios.\u003C\u002Fp>\n\u003Ch2>La expansión centroamericana como extensión natural de la tesis de inversión\u003C\u002Fh2>\n\u003Cp>La operación del Radisson Hotel Panamá Canal por parte de GHL Hoteles no constituye un hecho aislado, sino la expresión operativa de una estrategia de diversificación geográfica que responde a la lógica del capital institucional. Centroamérica ofrece a los operadores colombianos mercados con demanda turística creciente, marcos regulatorios diferenciados y, en varios casos, condiciones de financiamiento más favorables que las vigentes en Colombia.\u003C\u002Fp>\n\u003Cp>La capacidad de replicar el modelo de gestión de activos, incluyendo las estructuras fiduciarias, en jurisdicciones centroamericanas abre un espacio de arbitraje regulatorio y financiero que los operadores más sofisticados están explorando con determinación. La hospitalidad cross-border entre Colombia y Centroamérica se perfila como uno de los corredores de inversión más dinámicos de la región, impulsado tanto por la demanda turística como por la búsqueda de rendimientos en un entorno de tasas persistentemente altas en la economía colombiana.\u003C\u002Fp>\n\u003Cp>Esta dinámica será uno de los ejes de discusión en el GRI Hospitality Mexico & Central America 2026, donde líderes del sector hotelero y del capital institucional analizarán las oportunidades de inversión y los modelos de gestión que están reconfigurando la hospitalidad en la región. Los encuentros de GRI Institute facilitan precisamente este tipo de conversaciones entre tomadores de decisión, conectando a operadores, inversionistas y reguladores en un espacio de análisis estratégico.\u003C\u002Fp>\n\u003Ch2>Implicaciones para el mercado\u003C\u002Fh2>\n\u003Cp>La transformación del operador hotelero en gestor de activos institucionales redefine las reglas de competencia en la hospitalidad latinoamericana. Las cadenas internacionales, habituadas a operar bajo contratos de management con propietarios locales, enfrentan ahora a operadores regionales que controlan tanto la gestión operativa como la estructura de capital del activo. Este modelo integrado ofrece ventajas en velocidad de decisión, alineación de intereses entre operador e inversionista, y flexibilidad para adaptar la estructura financiera a las condiciones de cada mercado.\u003C\u002Fp>\n\u003Cp>El sector hotelero colombiano se encuentra en un punto de inflexión. La combinación de restricciones crediticias, innovación en estructuras fiduciarias, un marco regulatorio en evolución y oportunidades de expansión centroamericana configura un escenario donde la hospitalidad deja de ser un negocio operativo para consolidarse como una clase de activo con atributos institucionales. Los operadores que comprendan esta transición y la ejecuten con disciplina financiera serán quienes capturen la mayor proporción del capital disponible en los próximos años.\u003C\u002Fp>\n\u003Cp>GRI Institute continuará monitoreando esta evolución a través de sus investigaciones y encuentros regionales, proporcionando a sus miembros el análisis y las conexiones necesarias para navegar este nuevo paradigma de la hospitalidad institucional en América Latina.\u003C\u002Fp>\n","El artículo analiza cómo las restricciones crediticias en Colombia —con tasas en 11,25% e inflación proyectada de 6,8%— han impulsado a operadores como GHL Hoteles a adoptar estructuras de derechos fiduciarios para financiar su expansión sin apalancamiento bancario tradicional. Este modelo transforma al operador hotelero en gestor de activos institucionales.\n\nEl Proyecto de Ley de Turismo refuerza esta tendencia al formalizar el mercado y crear barreras de entrada regulatorias. La expansión hacia Centroamérica, respaldada por capital privado global como Advent International, consolida la hospitalidad colombiana como una clase de activo institucional.","\u003Cul>\n\u003Cli>GHL Hoteles utiliza derechos fiduciarios para atraer capital institucional sin depender del crédito bancario, en un entorno con tasas de 11,25% e inflación proyectada de 6,8%.\u003C\u002Fli>\n\u003Cli>Los operadores hoteleros colombianos evolucionan de prestadores de servicios a gestores de activos institucionales.\u003C\u002Fli>\n\u003Cli>El Proyecto de Ley de Turismo formalizará plataformas digitales y permitirá declarar "zonas saturadas", protegiendo activos hoteleros existentes.\u003C\u002Fli>\n\u003Cli>La expansión hacia Centroamérica, como el Radisson Hotel Panamá Canal, responde a una estrategia de diversificación geográfica y arbitraje regulatorio.\u003C\u002Fli>\n\u003Cli>Colombia espera más de 7,5 millones de visitantes no residentes en 2026.\u003C\u002Fli>\n\u003C\u002Ful>\n","GHL Hoteles: hospitalidad institucional Colombia 2026","ghl hoteles colombia, karen scarpetta, munir jalil","Análisis de cómo GHL Hoteles y los operadores hoteleros colombianos emplean derechos fiduciarios y expansión cross-border hacia Centroamérica para institucionalizar la hospitalidad como asset class en un entorno de tasas altas.","https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Fhubnews\u002Fghl-hoteles-colombia-hospitalidad-institucional-estructura-capital-2026-seo.jpg",{"code":23},{"id":25,"color":27,"translations":1468},[1469,1471,1473],{"title":26,"slug":30,"language":1470},{"code":13},{"title":37,"slug":38,"language":1472},{"code":18},{"title":33,"slug":34,"language":1474},{"code":23},[1476,1484,1492],{"id":85,"label":1187,"translations":1477},[1478,1480,1482],{"label":1187,"slug":1198,"language":1479},{"code":13},{"label":1201,"slug":1202,"language":1481},{"code":18},{"label":1205,"slug":1206,"language":1483},{"code":23},{"id":65,"label":1231,"translations":1485},[1486,1488,1490],{"label":1231,"slug":1242,"language":1487},{"code":13},{"label":1245,"slug":1246,"language":1489},{"code":18},{"label":1249,"slug":1250,"language":1491},{"code":23},{"id":136,"label":1051,"translations":1493},[1494,1496,1498],{"label":1051,"slug":1062,"language":1495},{"code":13},{"label":1065,"slug":1066,"language":1497},{"code":18},{"label":1069,"slug":1070,"language":1499},{"code":23},[1501,1503,1505,1508,1510],{"name":82,"enName":82,"ptName":82,"iso2":1502},"AR",{"name":220,"enName":220,"ptName":220,"iso2":1504},"CL",{"name":233,"enName":233,"ptName":1506,"iso2":1507},"Colômbia","CO",{"name":567,"enName":567,"ptName":567,"iso2":1509},"MX",{"name":676,"enName":676,"ptName":676,"iso2":1511},"PE",[1513],{"name":1514,"slug":1515,"image":8,"order":115},"GRI Institute","gri-institute",{"es":1517},"\u002Fmercado-inmobiliario\u002Fghl-hoteles-colombia-hospitalidad-institucional-estructura-capital-2026",[1519,1520,1521,1522,1523,1524],"Infra Brazil","Infra Latam","Real Estate Brazil","Real Estate Europe","Real Estate India","Real Estate Latam"]