BRITTAIN2030
A framework for the next phase of growth.
Brittain Resorts
& Hotels
Myrtle Beach
Brittain has spent decades building scale, relationships, infrastructure, and operating leverage in Myrtle Beach. The opportunity now is to use that position to create new businesses around the resort core.
Rather than diversify away from our market, we should diversify the ways we make money inside it.
Brittain 2030 broadens business development beyond third-party management by creating new businesses across the Supply Line, the Guest Experience, and other hospitality-adjacent opportunities around the resort core.
The hotels remain the foundation.
The opportunity is to build more around them.
THE OPPORTUNITY
Myrtle Beach is entering another major cycle of investment and development, and Brittain is already positioned inside it.
The market around us is growing, changing, and attracting capital.
Myrtle Beach, South Carolina
Brittain's home market — and the one it knows most intimately.
02 / The Position
The position we already own
We are not starting from zero.
Brittain already has the customers, infrastructure, relationships, and market knowledge that new businesses would normally have to build from scratch.
Dimension 01
Customers
Existing guests, demand, data, and direct access to what visitors need.
Select a dimension to explore
Our best progress has come from building inward, not chasing outward.
THE SHIFT
Lean into our strengths, not our weaknesses.
Invested in third-party growth
$1.5M
Approximately, over roughly three years
New management contracts signed
0
Zero new contracts
What it taught us
The effort also created internal friction and morale challenges. The lesson is not that third-party management is bad — it is that it should not remain the primary definition of business development.
The guardrail
Third-party management remains a growth channel. It is no longer our primary growth strategy.
From
Growth centered primarily on winning additional third-party hotel management contracts.
- Competing in a crowded management market
- Trying to build brand pull outside our strongest market
- Depending on owners and contracts we do not control
- More owners
- More contractual complexity
- More of the same operating model
To
Growth centered on building and owning businesses around Brittain's existing Myrtle Beach platform.
- Exploiting existing strengths
- Using Brittain's scale and demand
- Creating new businesses and capabilities
- Owning more of what we build
- Creating new revenue streams
- Creating enterprise value
- Controlling more of the economics
Brittain's Myrtle Beach resort platform
The foundation both models are built on
The strategy we tried asks us to overcome our weaknesses. Brittain 2030 asks us to exploit our strengths.
We tried growing outward.
Now we grow around ourselves.
THE BRITTAIN VALUE STACK
The hotels are the foundation, not the boundary.
Own the rooms. Own more of the supply chain. Own more of the guest spend.
We're already buying it. Why don't we own some of it?
A growth universe, not a mandate. Each would first serve Brittain's own demand — then the wider market.
Supply Line opportunity
Liquor Distribution
Sourcing, warehousing and delivering beverage inventory across Brittain's food and beverage operations, with a path to serving other hospitality operators in the market.
Brittain's Myrtle Beachresort portfolio
The platform that everything else is built around — and the demand that makes each new business viable from day one.
We're already sending customers to it. Why don't we own some of it?
Every dollar a guest spends off property is a dollar that could be inside the ecosystem.
Guest Experience opportunity
Restaurants
Owned food and beverage concepts that capture guest spend on property rather than sending it off site.
These businesses aren't limited to our own hotels.
Supply Line businesses can eventually sell to other hospitality operators. Guest Experience businesses can attract customers from the broader Myrtle Beach visitor market.
Brittain provides the launchpad. The market provides the upside.
01 · Today's demand
Brittain resorts
The business
Supply Line businesses
The upside
Other hospitality operators
02 · Today's demand
Brittain guests
The business
Guest Experience businesses
The upside
The wider Myrtle Beach visitor market
EXECUTION
Build from our base. Don't become dependent on our base.
Brittain 2030 is a discipline, not a grab bag of ideas. Every opportunity has to earn its place before it earns capital.
We sell our capabilities, not just rooms.
Brittain already has valuable internal capabilities. The question is whether they stay internal — or become businesses that support the resorts, Brittain-owned ventures, and outside operators.
Shared capabilities
We sell our capabilities, not just rooms
01
Brittain's resorts
The operating core that proves every capability at scale.
02
Brittain-owned businesses
New ventures launched with the capability already in place.
03
Outside hospitality businesses
The same capabilities sold as a service, generating revenue beyond the portfolio.
Move from more contracts we can lose toward more assets we own.
Brittain does not have to own 100% of every opportunity. Depending on the business, ownership could vary — the point is to hold more of what gets created.
Brittain sets the direction and consolidates the results while partners keep an aligned interest.
The Investment Network
Brittain doesn't have to fund every opportunity.
Brittain can become the place where opportunities and capital come together — bringing demand, infrastructure and credibility to partners who bring capital and capability.
Find the opportunity. Bring the right partners together. Build it together.
Relationships and assets already aligned with Brittain's platform.
Brings Alignment
An attractive first opportunity should generally be:
Screening
Turn on the criteria to screen an opportunity.
One successful investment turns Brittain 2030 from an idea into a model.
The strategy should not begin by launching ten businesses at once. It begins with one disciplined, understandable proof point.
The leading illustration
Not a final commitment
Liquor distribution
Prove the model. Learn. Repeat deliberately.
Six steps, in order. The discipline is in not skipping ahead.
Protect the core
Continue strengthening the resort business that funds everything else.
Choose one
Select the first compelling Value Stack opportunity — deliberately, not by appetite.
Build it well
Use the right internal team, outside expertise, partners, and capital.
Prove the model
Demonstrate real operating and financial performance.
Expand beyond Brittain
Serve the broader market once the model works inside it.
Repeat deliberately
Apply the model to the next opportunity.
The questions this strategy has to answer — answered directly.
THE FUTURE
Fewer mechanics. Larger ideas. The same platform, with much more built around it.
Brittain in 2030
By 2030, the goal is a Brittain with:
The core business remains strong. The company around it becomes broader.
A broader hospitality company built around Myrtle Beach, not simply a larger hotel management company.
Leadership and continuity
Continuity with evolution.
Matthew remains CEO during the transition. Day-to-day strategic and operating leadership can increasingly shift toward the next generation over time.
The point is a company that is not only larger, but more entrepreneurial, more interesting to lead, and more capable of creating new opportunities for the people inside it.
“Work should be enjoyable. If we’re not having fun, we should find something else to do.
The close
Protect the core.
Build above it.
Build below it.
Sell our capabilities.
Own more of what we create.
Bring opportunities and capital together.
We tried growing outward.
Now we grow around ourselves.
Brittain 2030
Own thetown.
Brittain Resorts & Hotels · Myrtle Beach, South Carolina
Brittain 2030 · Strategic framework