Atish Shah: It’s about roughly — its roughly about half and half in the sense. There is more work that really gets done kind of next year, as it relates to the room product and those types of things. And obviously, you’re spending the money on prongs and deposits and those kinds of things. So it is probably roughly about half and half between this year and next year. Certainly, it’s a little early to talk about exactly what the disruption is going to look like, for next year. But one of the reasons why we’re doing it over this 18 month timeframe is that, again, we really worked on this over the last 12 to 18 months to look at, hey, what’s the right now, what is the right project to do here. And we got very excited about the various components that we’re doing here.
And how do we stage this appropriately, to kind of balance both the disruption that we’re dealing with and obviously wanting to get this project going as quickly as we possibly can, without upsetting the operations too much. So again, it’s a little early to talk about next year disruption, but there’s a good amount of disruption in this year, just because of the fact that we’re going to start working on the meeting space, which is obviously limiting highest ability to really put a lot of group business on the books for a second half of the year. The pool complex that will be going is kind of the first part here, which obviously it’s going to impact some of the leisure experience as a hotel. So the good thing is it’s a seasonal market, right?
So part of how we’re looking at the roof renovation that will primarily occur next year, isn’t going to stay the appropriate way to try to limit as much as possible disruption during the busy season, and have more disruption taking place during the summer when clearly the overall Phoenix market has lower occupancy.
Austin Wurschmidt: That’s helpful. And just last one for me. I guess, within the context of your RevPAR growth guidance, how did you think about or what’s assumed, I guess, for some of the markets that have lagged in the recovery, since the onset of the pandemic, the Bay Area, you talked about kind of Portland’s first full year of operation. How do we think about sort of that subset of hotels growing again, within sort of the overall guidance range that you outline?
Atish Shah: Yes. I mean that’s a good question. I mean, it’s definitely above that range. It varies quite a bit based on market. But the two acquisitions that we made more recently W Nashville and Hyatt Regency Portland, we expect to see outsized growth there. And then, some of the markets that have been the slowest to recover. So namely, SFO, Santa Clara, we expect to see stronger growth there. And really, that’s being offset by the renovation disruption that we talked about as well as more moderate levels of growth, or no growth in some of the more leisure oriented assets.
Austin Wurschmidt: Great. Thanks for the time, everybody.
Atish Shah: Thanks.
Operator: Thank you. The following question comes from David Katz with Jefferies. You may proceed.
David Katz: Hi, everyone. Thanks for taking my question. I just wanted to go back. I know you made some introductory comments, but are there any data points or any anything you can point to as we progress into this year? I mean, the biggest challenge I assume we’re all having is trying to get a sense for what the back half of this year could look like. Can you just talk about that? And I know, you’ve touched on it, but just revisit what you’re baking into your back half guidance?
