Ryman Hospitality Properties (RHP) - Executive Chairman Colin Reed, CEO (Opry) Patrick Moore
Justin McAuliffe (Research Analyst) moderates a discussion with Ryman Hospitality Properties' Executive Chairman Colin ReedΒ ...
Chief Executive Officer of Opry Entertainment Group, Ryman Hospitality Pptys
Search every verified Patrick Moore interview, podcast appearance, and on-the-record quote β each transcript cross-checked by AI and human review to confirm speaker identity. Patrick Moore, CEO of Opry Entertainment Group (OEG) at Ryman Hospitality Properties, discussed the company's growth strategy and performance in mid-2025. He described OEG as a live entertainment company focused on country music and lifestyle fans, noting it has grown at a 17% adjusted EBIT CAGR over seven years. Moore stated that the company is exploring organic development of new festivals and selective acquisitions, citing the Southern Entertainment acquisition as a platform play that added both festivals and operational expertise. He also mentioned the company's customer relationship management system as a tool to cross-promote across venues and acquired businesses. In a September 2024 interview, Moore said the company was seeing broad-based spending across its hotel and entertainment businesses, with group business revenue 39% above the third quarter of 2019 and profitability up 44%. He attributed the return of corporate bookings to the post-pandemic realization that bringing large groups together is important for culture and strategy. Moore noted that Ryman deployed approximately $1.7 billion in capital since 2020 for enhancements, expansions, and acquisitions, and that higher prices were driving returns, which he said were sustainable due to product and experience improvements.
“Opry Entertainment Group is a preeminent live entertainment company focused on the 150 million country music and lifestyle fans, growing at an adjusted EBIT of 17% CAGR over the last seven years.”
“Nashville is the hub of traditional American country music, where artists, songwriters, labels, management companies, and venues converge, creating an extraordinary ecosystem that is now becoming ubiquitous globally due to technology like iPhones and iPads.”
“We partnered with country artists like Blake Shelton and Luke Combs, launching new brands such as Category 10, which is a large multi-entertainment venue inspired by artists and designed to serve the country lifestyle consumer.”
“The Opry 100 Centennial television special on NBC garnered 7 million viewers and 14 billion media impressions, which would have cost hundreds of millions of dollars if bought through traditional channels.”
“Live events and the artist community create a unique flywheel effect that insulates our business from AI and technology disintermediation, global supply chain fluctuations, and economic cycles.”
“Our entertainment business currently contributes about 15% of profits, with the remaining 80-85% coming from real estate, but both segments are growing at reasonably high levels.”
“We acquired the JW Desert Ridge hotel in Scottsdale without increasing leverage, issuing shares and bonds that were heavily oversubscribed, maintaining a strong balance sheet and generating high cash flow.”
“We plan to uncouple the Opry Entertainment Group business from the real estate investment trust at the right time, expecting it to trade at very good multiples and create significant value for investors.”
“We are exploring growth opportunities in the festival business through organic development and selective acquisitions, leveraging our customer relationship management system to cross-promote across venues and festivals.”
“While we have not seriously considered tokenization of our intellectual property, it is an interesting avenue for future monetization and capital raising, though currently we are focused on operating and growing the business.”
“We are continuing to see broad-based spending across our businesses, both in the hotel business, as well as entertainment. On the hotel side, that is both in the group business and our hotels are primarily large convention hotels with 70% of our business's group.”
“From a perspective in this third quarter, we were 39% of revenue versus the third quarter of 2019, profitability was up 44%. As we look at our group business moving forward, our business end of the books for 2024 is 10% ahead of where it was at the same time last year. We're up 12% for 2025, compared to the same time l...”
“The reason we think it's sustainable is a couple of reasons. Number one, the pandemic made everyone realize you have to bring people together, particularly large groups, if you want to talk about culture, strategy, products, et cetera. So coming out of the pandemic, there was a strong move back to bringing people toget...”
“We have made significant investments in our properties since 2020. We looked at the pandemic as an opportunity to go on the offensive, and we deployed approximately $1.7 billion in capital across both our businesses, whether that's enhancements, expansions, or acquisitions in new properties.”
“Higher prices are driving returns. We are seeing, though, that business levels have returned to pre-pandemic levels. Part of the issue, we think that the pricing is sustainable, because we haven't invested in the properties. We have enhanced the product and the experience.”
Justin McAuliffe (Research Analyst) moderates a discussion with Ryman Hospitality Properties' Executive Chairman Colin ReedΒ ...
Mark Fioravanti, Ryman Hospitality Properties CEO, joins 'The Exchange' to discuss rising shares of the company following itsΒ ...
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