Everyone wants to build a glamping resort right now.
Very few people actually run the numbers.
That tension sits at the center of outdoor hospitality in 2026. The category has moved far beyond campgrounds, yet it is still misunderstood by many developers chasing Instagram appeal without understanding development costs, operational realities, or long-term returns.
On this episode of the Radical Hospitality Show, host Zeke Freeman sits down with Connor Schwab, Head of Asset Management at Clear Summit Investments and host of the Outdoor Hospitality Podcast, to unpack what actually works in glamping, micro resorts, and landscape-driven hospitality projects today.
Connor has underwritten hundreds of outdoor hospitality deals across the U.S. His perspective is shaped by feasibility studies, real capital deployment, and now active asset management across a growing portfolio. The conversation offers a grounded look at where this industry is heading and what developers must understand before breaking ground.
Defining Outdoor Hospitality in 2026
Outdoor hospitality has evolved into a broad and increasingly professionalized category. Connor defines it as:
- RV resorts
- Campgrounds
- Glamping resorts
- Landscape hotels and micro resorts with detached units
The common thread is that the landscape itself becomes the primary amenity, not just the building. These projects prioritize experience, nature, and place over traditional hotel typologies.
But while capital has flooded into the space over the last decade, 2024 and 2025 marked a reset. Rising costs, tighter discretionary spending, and lower international travel exposed which projects were built on fundamentals and which were built on assumptions.
The industry is no longer in its honeymoon phase. It is maturing.
The Hard Truth About Glamping Economics
Glamping still has a place. But it is often misunderstood.
Many developers assume canvas-based units are:
- Faster to permit
- Cheaper to build
- Easier to operate
In reality, two of those three assumptions are often wrong.
Permitting can be more complex than expected. Canvas structures rarely fit neatly into international building codes, which creates friction around fire safety, energy standards, and occupancy classifications. Some jurisdictions treat them as temporary structures. Others do not know how to classify them at all.
Infrastructure is where costs quietly explode.
Once you add:
- Utility runs
- Septic or sewer
- Water
- Electrical
- Decks
- Bathrooms
Developers can easily spend $70,000 to $90,000 per unit before the tent even goes up. At that point, placing a $3,000 canvas structure on top of that foundation often makes less financial sense than installing a small hard-wall cabin that can operate year-round.
Seasonality compounds the challenge. Canvas units often need to be removed or shut down during winter months. Storage, labor, and reset costs can cause operators to start each season at a loss.
Glamping works best when:
- Infrastructure is minimal
- Units are truly temporary
- Expectations are aligned with price and seasonality
When developers try to force glamping into a luxury, year-round model, the economics break.
Why Hard-Wall Micro Resorts Are Gaining Momentum
Connor’s perspective has shifted over time. After underwriting hundreds of deals, he now sees hard-wall micro resorts and landscape hotels as more durable long-term assets.
The reasons are straightforward:
- Year-round operations
- Higher ADR potential
- Better financing options
- Stronger exit demand
- More predictable maintenance
Projects like Spirit Mountain, Onera, and other architecturally distinctive micro resorts may take longer to develop, but they are built for longevity. These are not overnight wins. They are legacy assets designed to operate for decades.
The key tradeoff is time. Entitlements, design, and construction can take two to three years. But for developers thinking in 10 to 20 year horizons, hard-wall units often outperform soft-wall alternatives.
Scale Matters More Than Most People Think
One of the most counterintuitive lessons Connor shared is this:
It is often harder to run a small resort than a large one.
Many developers assume starting with five or ten units reduces risk. In reality, small properties struggle to support:
- Professional management
- High-quality marketing
- Strong websites and content
- Operational redundancy
Connor sees a critical threshold around $1 million in annual top-line revenue. Below that level, it becomes difficult to absorb fixed costs and attract institutional capital or professional operators.
Smaller properties can still succeed, especially when owner-operated. They often deliver exceptional guest experiences driven by founder involvement and soul. But they are lifestyle businesses, not scalable platforms.
For developers seeking outside capital or portfolio growth, scale is not optional.
The Branding Risk of Mixed Unit Types
Mixing RV sites, tents, and cabins on the same property is common. It is also risky.
Connor has consistently seen that:
- Cabins placed inside RV resorts underperform
- ADRs get anchored downward by lower-end offerings
- Brand perception becomes diluted
A cabin that might command $225 per night at a dedicated micro resort may struggle to hit $150 when surrounded by RV pads.
Lower-quality units can quietly cap the earning potential of higher-quality ones. While exceptions exist, especially when the primary use is RV-focused, developers should be cautious about unit mix decisions that compromise brand positioning.
The Marketing Insight That Changes Everything
One of Connor’s biggest operational insights came from launching a new property near the Grand Canyon.
By leaning heavily on OTAs like Booking.com and Airbnb, the property reached stabilized occupancy far faster than expected. The tradeoff was steep:
- 15 to 20 percent fees
- No ownership of guest data
- Increased operational complexity
Connor now believes a better strategy is to front-load marketing investment.
Spending $100,000 on:
- Photography and video
- Paid media
- Email capture
- Brand assets
can replace hundreds of thousands in OTA fees over time while building owned demand, repeat guests, and long-term brand equity.
OTAs can accelerate early occupancy. But relying on them long-term is expensive and operationally painful.
What Actually Moves the Needle on Revenue
Some insights from real operating data:
- Private hot tubs consistently pay for themselves within 6 to 12 months
- Unique, non-replicable architecture creates defensible demand
- Differentiation beats amenities that everyone can copy
Barrel saunas are easy. Floating saunas, custom architecture, and site-specific design are not. The harder something is to replicate, the stronger the long-term moat.
Clear Summit’s Investment Strategy
At Clear Summit Investments, Connor now operates on the capital side. The firm:
- Raises funds from accredited investors
- Targets distressed or under-optimized hospitality assets
- Prioritizes in-place cash flow with upside expansion
- Focuses on hard-wall lodging and hot springs
Rather than ground-up development, Clear Summit looks for properties that can be repositioned, rebranded, and expanded over time. This approach reduces risk while maintaining meaningful upside.
Building a $100M Outdoor Hospitality Portfolio
If starting from scratch today, Connor would focus on:
- Existing assets with immediate cash flow
- Clear paths to expansion
- Strong natural demand drivers
- Repositioning through branding, management, and experience
Ground-up development still has a place, especially for iconic, repeatable brands. But it requires patience, capital, and long timelines. For most investors, buying and improving existing assets is the more reliable path.
The Bottom Line
Outdoor hospitality is no longer a trend. It is an asset class.
But the winners in 2026 will be developers who:
- Understand infrastructure costs
- Respect permitting realities
- Design for longevity, not novelty
- Invest in brand and demand early
- Build at a scale that supports real operations
Glamping, micro resorts, and landscape hotels all have a place. The difference between success and failure comes down to economics, not aesthetics.
And the math does not lie.
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