Formally announced last week in conjunction with ALIS, Remington Hospitality completed a comprehensive repositioning of Cameo Beverly Hills to LXR Hotels & Resorts, Hilton’s collection of unique, independent luxury properties.
For hotel owner Braemar Hotels & Resorts, the repositioning of the Cameo Beverly Hills marks far more than a brand change or a renovation milestone. It represents a reset for a challenging asset, a test case for future luxury strategy and a statement of confidence in the power of the right partnerships at the right time.
“This is a very important milestone for this asset,” said Richard Stockton, president and CEO of Braemar Hotels & Resorts. “As a publicly-listed REIT, we’re trying to achieve the best returns for our shareholders.”
Luxury and History
The property was acquired by Braemar Hotels in 2021 for $65 million and marked its first property in Los Angeles at the time. In 2023, it was announced that the property would undergo a repositioning to join the Hilton family of brands.
Braemar acquired the former Mr. C Beverly Hills five years ago, a period that proved difficult for Los Angeles hospitality broadly. The lingering impacts of the pandemic, softness in key demand segments and regional disruptions — including last year’s wildfires — meant the property struggled to generate profit. According to Stockton, the repositioning of Cameo Beverly Hills is designed to change that trajectory entirely.
“This is a rebirth of the asset,” he said. “It’s fully renovated, plugged into a much improved management team in Remington, and also plugged into a very powerful distribution system in the LXR brand with Hilton. We think it’s going to perform like never before, as a completely new property for us.”
The hotel’s transition into LXR Hotels & Resorts, Hilton’s collection of independent luxury properties, allows Cameo Beverly Hills to retain its individuality while gaining access to Hilton's global distribution and loyalty platforms. For Remington Hospitality, which continues as operator following the repositioning, that combination is central to the project’s upside.
“What LXR does for this hotel is allow us to maintain the independence of the Cameo brand while adding an additional demand channel that has been very successful with the luxury customer,” said Jason Kreul, chief operating officer at Remington Hospitality. “When you combine that with the design, the renovation, the food and beverage concepts and the pool deck, it really sets us up to increase demand and drive ADR.”
With 138 guestrooms and suites, all with private balconies, the Cameo benefits from incremental demand. Kreul noted that Beverly Hills is relatively underserved by Hilton’s luxury portfolio, creating an opportunity for the property to sit just below established icons like the Waldorf Astoria Beverly Hills and the Beverly Hilton.
“We won’t be priced quite as high as those hotels, but we’ll be a great alternative,” he said. “You can draft off that demand while delivering something more intimate.”
For Braemar, Cameo also serves as a broader strategic experiment. The company currently operates a mix of franchised and independent luxury properties, with a few assets that could potentially transition into soft-brand arrangements.
“The Cameo serves as a great test case for how that structure works and what it can deliver,” Stockton said. “If it’s very productive, we’ll absolutely be willing to look at it in other circumstances. It could be a partnership that extends much further.”
Key Gateway Market
While the brand alignment and distribution strategy are critical, both Stockton and Kreul emphasized that the physical and experiential transformation of the hotel will ultimately drive guest loyalty and returns.
One of the most dramatic changes is the reimagined food-and-beverage program, anchored by Zampo, a Peruvian-Japanese fusion restaurant designed to serve as a destination in its own right.
“I think one of the most radical changes is our new food-and-beverage concept,” Kreul said. “It’s not very prevalent in Beverly Hills, let alone Los Angeles. It’s something people can seek out, and it will really drive traffic to the property.”
Stockton echoed that sentiment, while pointing to the hotel’s residential location as a key differentiator.
“It offers a very authentic Beverly Hills experience,” he said. “It’s residential, warm, not overly pretentious, and still walking distance to all the action. It feels like a hidden gem.”
That residential sensibility was intentionally carried through the renovation, particularly in the lobby and public spaces. “You can’t overstate how important that residential feel is,” Stockton said. “The lobby is welcoming and warm, the seating is cozy. On the basis that you’re in a residential neighborhood, you can imagine people treating it like their own living room. That’s exactly the feel we were going for.”
For Remington, the Cameo Beverly Hills repositioning is also a strategic win in a key gateway market. Successfully launching and ramping up performance at a newly repositioned luxury asset in Beverly Hills strengthens the company’s credibility as an operator in the high-end segment.
“This hotel is great for our résumé,” Kreul said. “If we execute—manage expenses thoughtfully, drive the top line and stay sensitive to the expectations of the luxury traveler—it becomes a great case study for other luxury owners.”
That proof point matters as Remington continues to expand its luxury footprint. “The luxury segment is still one of the fastest-growing in the industry,” Kreul said. “Every success we can point to brings more owners to the table and more opportunities.”
For both Braemar and Remington, the Cameo Beverly Hills is more than a renovated hotel—it’s a blueprint. One that combines asset reinvention, brand alignment, operational discipline and experience-led design to unlock long-term value in one of the competitive luxury markets.