Charles Forte on Carving His Own Path in the Family Hotel Business
3 min
There’s a tradition in the Forte family of starting on the lowest rungs of the hospitality ladder and working their way up.
In 1911, Rocco Forte emigrated from Italy to Scotland to open a cafe that would mark the first hospitality establishment in the namesake family business. He would go on to open several more restaurants in the U.K., which his son would continue to grow.
Although the hotel group has ebbed and flowed through the decades, it finds itself in a new era with all three adult members of the current generation working for the company.
Charles Forte, 32, is one of those three and followed in the steps of his grandfather by starting in hospitality service. At age 15, he was a waiter at London’s Brown’s Hotel—owned by Rocco Forte Hotels since 2003—and has worked in almost every area of the hotel and restaurant industry since.
Today, he is the group’s director of development, responsible for steering external partnerships and capital investments.
“My role is to find new opportunities and develop ourselves on a much smaller scale,” he says.
In January, Saudi Arabia’s PIF sovereign wealth fund took a 49% investment stake in Rocco Forte Hotels—a deal Charles helped complete. He says that the investment will help guide the group’s next growth phase, which includes a target of three hotels per year and expansion in the Middle East, among other regions. Through 2027, the group is opening four new properties in Italy and working on a project in Marrakesh, Morocco.
The family’s roots are Italian and that’s where many of the group’s most notable properties reside, although according to Charles, more than 40% of the company’s business is within the U.S.
Alongside his two sisters Lydia and Irene, Charles is connecting the Forte name to a new generation of luxury travellers through partnership deals with brands like the Macallan and smaller, longer-term property builds in Italy and elsewhere.
Penta caught up with Forte by phone from his office in London.
PENTA: Do you think working in a family business brings more challenges or opportunities?
Charles Forte: Being in a family business like this affords opportunities you wouldn’t have otherwise. My sisters and I worked in all the different departments of the hotels, and I realistically always wanted to join the business. At other times, I did want to be a filmmaker, but I wanted to be a part of the family legacy. My dad is a good mentor and I’ve never really looked back.
How do you differentiate yourself in an extremely competitive luxury hotel market?
It’s very challenging to differentiate ourselves. Sometimes I struggle to differentiate between us and other luxury brands because a lot of the products are very similar. There’s an international luxury aesthetic that’s very copy and paste, and a lot of the bigger guys are trying to create new brands within their own stable of brands. Our hotels are very design-oriented and not so traditional, for example.
What differentiates us is the family aspect. There’s a real family behind this, and it creates value in our brand. We have this “quiet luxury” aesthetic.
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What is your philosophy on hotel partnerships? Do you find yourself chasing partnerships with big-name brands to stay on par with your competitors?
Partnerships have value if they have relevance and the partner is relevant to the destination. We don’t chase partnerships because if we did, it would mean that something is missing from the hotel. These partnerships should be organic. I’m excited because we recently brought in a new director of marketing who worked at Six Senses, and that will help us do more meaningful and special collaborations and partnerships.
Do you think that’s creating more appeal for Rocco Forte Hotels among the younger generation of luxury travellers?
There’s a broad range of pace in this space, considering how competitive the operator landscape has become. We’re finding that younger travellers aren’t geared towards any specific trend. I think we’re slightly more classic in appeal. We’re not ostentatious. There’s no substitute for beautiful design and great service—we’re not looking to reinvent the world. Depending on which hotel they visit, some people know us as a brand, others as a specific independent hotel, and we’d like consumers to know which brand is behind the property.
In August, we opened Rocco Forte House Milan, which features more longer-stay keys, where stays can be two weeks, a month or a year. We’re finding that’s something more travellers want and we can build a nice client base for those who want longer stays.
This article has been edited for length and clarity.
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Technology and semiconductor shares fell sharply as investors questioned the debt financing the AI infrastructure boom and confronted higher rates and Chinese competition.
Technology and semiconductor shares fell sharply as investors questioned the debt financing the AI infrastructure boom and confronted higher rates and Chinese competition.
4 minA sharp technology sell-off has exposed a new anxiety on global markets: whether the enormous borrowing behind the artificial-intelligence infrastructure boom can generate sufficient returns as interest rates rise and Chinese competition intensifies.
The artificial-intelligence investment boom has powered technology shares, semiconductor manufacturers and data-centre operators to extraordinary heights. Last week, investors were given a reminder that much of this expansion is being built with borrowed money.
The technology-heavy Nasdaq Composite fell 4.5 per cent over the week ended October 16, its weakest performance since late June. Semiconductor shares suffered an even deeper correction, with the Philadelphia Semiconductor Index losing about 11.4 per cent.
The selling spread quickly through global markets. Micron Technology fell 14.6 per cent over the week, while South Korea’s Samsung Electronics and SK Hynix dropped approximately 18 per cent and 24 per cent respectively.
This was more than a routine bout of profit-taking. Investors were reassessing three interconnected risks: higher interest rates, the rapidly expanding debt burden attached to AI infrastructure and the prospect of stronger competition from Chinese memory-chip manufacturers.
The debt behind the AI build-out
Artificial intelligence requires a physical infrastructure network of enormous scale. Data centres must be built, advanced processors purchased, power supplies secured and cooling systems installed before customers begin generating meaningful revenue from them.
Technology companies are increasingly supplementing their own cash with corporate bonds, syndicated loans, equipment leases, private credit and project-level financing.
JPMorgan describes the emerging funding model as a combination of conventional corporate borrowing and project finance tied to individual data-centre assets. In Australia, the Reserve Bank estimates that syndicated loans accounted for approximately three-quarters of data-centre financing during 2025 and 2026 to date.
The numbers are becoming large enough to affect broader credit markets. The Federal Reserve Bank of Dallas has cited Wall Street estimates suggesting AI-related investment-grade bond issuance could approach US$300 billion in 2026 alone.
That borrowing is not automatically problematic. Debt can be an efficient way to finance long-lived infrastructure when future revenue is sufficiently predictable. The concern is that AI technology, customer demand and computing economics are changing much faster than the repayment schedules attached to the assets.
A data centre financed today may carry debt for years. Investors must therefore make assumptions about future utilisation rates, electricity prices, chip performance, customer concentration and the amount businesses will ultimately pay for AI computing.
When interest rates rise, those assumptions become less forgiving.
Inflation changes the calculation
September’s US inflation data intensified the pressure. Consumer prices increased 3.7 per cent over the year, ahead of market expectations and up from 3.4 per cent in August.
The hotter reading reduced confidence that interest rates would fall quickly and pushed bond yields higher. That matters particularly for companies whose valuations depend on profits expected well into the future, as well as highly leveraged infrastructure operators that may need to refinance.
CoreWeave has emerged as a closely watched test case. The specialist cloud-computing company has accumulated substantial debt and lease obligations to build AI capacity, while relying on a concentrated group of large technology customers.
Its shares fell sharply during the sell-off, while the cost of insuring its debt against default climbed. CoreWeave has argued that its contracted backlog more than covers its obligations and that financial markets do not always understand its business model. Nevertheless, its securities have become a proxy for investor confidence in debt-funded AI infrastructure.
Oracle, another major investor in AI computing capacity, fell 8.8 per cent in Friday trading, while CoreWeave dropped 15.5 per cent.
The question is shifting from how much AI infrastructure can be built to how profitably it can be operated.
China adds another source of pressure
Interest rates were not the only catalyst. Reports of advances by Chinese memory-chip producer ChangXin Memory Technologies raised concerns that lower-cost Chinese products could increase competition across the global semiconductor industry.
Memory chips are essential to AI systems, but the industry is historically cyclical. Periods of tight supply and high pricing can encourage rapid investment, eventually producing oversupply and falling margins.
The prospect of a well-funded Chinese competitor expanding its technological capabilities unsettled investors in Samsung, SK Hynix and Micron. It also demonstrated that AI-related demand does not insulate chipmakers from conventional competitive pressures.
That combination—slower rate cuts, more expensive financing and potentially cheaper supply—challenged the assumption that every company exposed to AI would enjoy continually expanding margins.
A reset rather than the end of the boom
The sell-off does not establish that the AI boom is ending. Demand for computing power remains strong, the largest technology companies continue to generate formidable cash flows and many infrastructure projects are backed by long-term customer contracts.
What has changed is the market’s willingness to overlook the price and financing structure of that growth.
The most resilient companies are likely to be those able to fund investment from operating cash flow, secure long-duration customers and demonstrate that new capacity will earn returns comfortably above its financing costs.
More speculative operators may face greater scrutiny, particularly where debt is expensive, customers are concentrated or expected revenue depends on demand that has not yet materialised.
For Australian investors, the lesson extends beyond US technology shares. Local data-centre operators, infrastructure funds, electricity suppliers and property groups are increasingly exposed to the same investment cycle.
Artificial intelligence may remain one of the defining growth themes of the decade. But last week’s correction showed that enthusiasm for the technology does not eliminate financial discipline.
The next stage of the AI boom will be judged not only by computing power, model performance or demand for chips, but by something more traditional: whether the assets being financed can generate enough cash to repay the money borrowed to build them.
Fact box
Nasdaq Composite: Down 4.5 per cent for the week ended October 16, 2026
Philadelphia Semiconductor Index: Down approximately 11.4 per cent
Micron Technology: Down approximately 14.6 per cent
Samsung Electronics: Down approximately 18 per cent
SK Hynix: Down approximately 24 per cent
US September inflation: 3.7 per cent annually
Estimated 2026 AI-related investment-grade issuance: Approximately US$300 billion
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