Ravi Patel, president, Hawkeye Hotels, was born to spend his career in the hotel industry. The son of Indian-immigrant hotel owners, he has spent his entire life working in the family business. Hotel Business caught up with Patel to discuss his upbringing, his company and his run for U.S. Congress.
—Adam Perkowsky
Where did your passion for hospitality come from?
I grew up watching my mom clean rooms and my dad make repairs in the first hotel we owned. It wasn’t just a job—it was our home and livelihood. There’s never been a time in my life when I questioned whether I would be a hotelier. Over time, I came to see hospitality as a way to make a meaningful impact in people’s lives—whether by creating a welcoming space for travelers or helping associates build skills and maximize potential that will serve them in our organization or beyond. The combination of service, creativity and leadership deeply resonates with me.
What was your first job in the industry? What did it teach you?
My very first experience in the industry was helping out in any way that was needed at my family’s hotel. I met all types of people working at that little roadside motel in Mena, AR, and while living at our property in Burlington, IA. This is a people business, so naturally, it’s all about relationships. As a family business, I’m constantly growing in my relationships with my family, my associates, all of our brand and banking partners and, of course, all the guests who stay at our properties around the country. Success in hospitality isn’t just about managing properties—it’s about building relationships and delivering consistent quality.
Hawkeye Hotels’ origin story is the epitome of the American Dream. How did the company get its start?
We are the classic immigrant story. Hawkeye Hotels was founded by my parents, who came to this country with not much more than an entrepreneurial spirit and a strong work ethic. They put everything they had into purchasing their first property, and that really changed everything for us. It was a big bet; a true sink-or-swim moment. I’ve never seen my parents work harder as they had to make sure the investment of their entire savings and our future really paid off. In 1991, we were one of the first Indian franchisees of Marriott and have tried to be good stewards of every brand we work with since. Now, here we stand, 44 years since my parents set foot in America, with a company that is recognized throughout the industry and has a bright future ahead.
Your company is truly a family business. What has it been like working with your parents and siblings all these years?
Working with family has been both rewarding and humbling. It’s incredible to build something together and share in the successes. At the same time, it’s taught me the importance of clear communication and mutual respect. We each bring unique strengths to the table, and that has been a big part of our success. My brother, Raj, has a creative mind and is always looking for new and innovative projects. My sister, Sajni, is an operational wizard who typically oversees our most difficult assignments. My father, Balvant, with his engineering mind, has unmatched technical skill and doesn’t let a detail get missed, while I do my best to keep all aspects of the company in good shape while positioned for growth. And my mother, Anjana, is the glue that holds everything together. Officially, she runs our accounting operation, but her wisdom permeates our entire enterprise.
You’ve served as president of the company for almost 20 years. How has it changed since you took on that role?
Well, for starters, we’ve grown a lot. We began as a small family-owned operation and quickly grew to become one of the largest privately held hotel companies in America. From a technical standpoint, we’ve diversified our portfolio, expanded into new markets and embraced a vertically integrated model. With that said, I feel we’ve deepened our expertise significantly. I do believe we’re one of the best in the business when it comes to ground-up development, acquisitions, strategic dispositions and operational depth. While the scale and complexity have grown and the industry has changed significantly, our core values of integrity, quality and community remain unchanged.
What does the Hawkeye Hotels pipeline look like?
We currently have more than $400 million in development projects under construction and a predevelopment pipeline that reflects our commitment to growth and innovation. We’re currently focusing on investments in growing markets with strong demand while always looking for opportunities to offload some of our inventory to create more capital for new ventures.
You ran for Congress in 2015. What was that experience like?
Running for Congress was a challenging and transformative experience. We all have a role to play in this great democracy of ours, and the more perspectives we have at the table, the better. I ran as a young business owner with immigrant parents, a product of the American Dream. I wanted to show the state and the country a new blueprint for success by offering up all that I learned in business from the perspective of a young person who came of age in a digital world where problems could be addressed with entrepreneurial thinking. The campaign allowed me to connect with communities across Iowa and advocate for issues I care deeply about, like economic opportunity, workforce development, education and support for entrepreneurs, business and industry.
