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How public-private partnerships transformed military lodging to support mission-readiness 

Matthew Garrett, Executive Vice President, Asset Management at Centinel Public Partnerships 

Not long ago, service members traveling on military business often checked into outdated, on-base lodging with rooms that reflected tight budgets, aging infrastructure and limited options.  

Today, they check into modern hotels that feel like home. Thanks to the Privatization of Army Lodging (PAL) program, public-private partnership has transformed military lodging nationwide, delivering the quality, efficiency and long-term value that the armed forces and the American people deserve. 

As the development partner and property owner behind PAL, Centinel Public Partnerships, alongside IHG® Army Hotels, has set the standard for how privatization can successfully improve government services without taxpayer burden.  

For decades, military families and those traveling on official military business often experienced lodging that failed to reflect the respect and comfort they were due. Traditional government-run systems are rightfully focused on the significant task of running the country and maintaining military readiness. It makes sense that these systems struggled to provide consistent quality across installations. 

All that changed when the Department of Army introduced the PAL program. By leveraging private-sector innovation and efficiency, PAL is designed to eliminate substandard Army lodging and ensure long-term sustainability. As the program’s first and only developer, Centinel has brought private investment and operational expertise to modernize military lodging—without the use of Army funds or government guarantees. IHG® Army Hotels serves as the hotel operator, delivering trusted brands and consistent hospitality standards. 

This public-private partnership is paying off. Since PAL was established in 2009, Centinel has invested $1.3 billion to develop or renovate over 12,000 hotel rooms across 40 installations nationwide. New and renovated hotels feature full kitchens, business centers and fitness facilities and host weekly events to foster community. Guest satisfaction ratings averaged 4.5 stars in 2025. 

The work doesn’t end after initial renovations, either. Even after a location is up and running, Centinel reinvests $0.43 of every dollar earned, ensuring sustained improvement over the life of the program. Through efficient operations, PAL saves $85 million in travel costs for the Army every year. All of this is accomplished entirely through private funding—no Army funds or government guarantees—making privatization a fiscally responsible and self-sustainable choice for the military. 

Centinel and IHG have created comfortable, welcoming spaces for military personnel and their families to stay, whether it’s for business travel or while they’re awaiting permanent housing on base. But the impacts on the military are greater even than that. Nearly 25% of IHG Army Hotels’ workforce is military spouses, veterans or retirees. The program allowed 2,300 DOD employees to transition to the private sector, with 89% being rehired within PAL properties. Plus, Centinel and IHG have collectively contributed over $4 million to nonprofits that support military members and veterans. 

In the last 15-plus years, Centinel and IHG’s PAL portfolio has maintained consistent performance and guest satisfaction, proving the scalability of success across not only the Army, but potentially other branches as well. The Centinel-IHG partnership demonstrates how strategic privatization enhances both mission readiness and morale across the military. By applying the same principles of accountability, reinvestment and hospitality-centered design, the Department of Defense can modernize additional services while maintaining cost efficiency—because all our service members deserve to rest easy. 

Chief Commercial Officer Kevin Davis is responsible for Centinel’s commercial services, including transactions, operations and government relations. He also oversees risk and compliance, along with leadership of Environment, Health and Safety, and Marketing and Public Affairs. Kevin spent 18 years with Lendlease in senior business development, commercial and legal roles, following earlier experience in private law practice and service in the U.S. Air Force.

With nearly two decades of experience in marketing and communications, Meryl Exley leads Centinel’s brand, communications and public affairs strategy as Executive Vice President, Marketing and Public Affairs. She oversees corporate communications, client and customer engagement, public relations, media, and crisis management, strengthening the company’s reputation and community connections. Before Centinel, Meryl held senior marketing leadership roles at Lendlease, where she advanced growth and visibility for its military housing and lodging platform.

Matthew Garrett is Executive Vice President responsible for Centinel’s Air Force Housing and Privatization of Army Lodging (PAL) portfolios. He directs operations and strategic initiatives across both programs. Before joining Centinel, Matt held senior leadership roles at Lendlease, where he expanded its student housing platform and managed a military housing portfolio of more than 40,000 homes. He also led federal lobbying and outreach efforts, engaging with congressional and Department of Defense stakeholders. Earlier in his career, Matt served as a U.S. Army officer, earning a Bronze Star for Valor during Operation Iraqi Freedom.

Leading Centinel’s legal, compliance and governance functions, Heather Niemeyer provides strategic counsel to support growth and manage risk across the portfolio. She brings more than 15 years of experience advising global organizations, including senior legal roles at Lendlease and earlier practice with two international law firms.

As Centinel’s Chief Financial Officer, Jeremy Martin is responsible for financial strategy, operations and reporting, guiding the company’s long-term growth and performance. He has more than 20 years of experience in corporate and real estate finance, with expertise in financial planning, compliance and risk management. Jeremy served as CFO for Lendlease (US) Public Partnerships Holdings LLC prior to the company’s acquisition by Centinel, where he directed financial operations for Lendlease Communities.

Gretchen Turpen serves as Executive Vice President, Asset Management, where she directs operations and asset, property and development management for Centinel’s Army housing portfolio of more than 25,000 homes. In this role, she leads corporate strategy, financial performance, and client and customer relationships. Previously, Gretchen was Head of Lodging, where she delivered the Privatization of Army Lodging (PAL) program including the renovation of over 12,000 hotel rooms across 40 military installations nationwide.

In his role as President, Phillip Carpenter guides operations for Centinel’s Military Housing Privatization Initiative (MHPI) and Privatization of Army Lodging (PAL) portfolios. He is responsible for property management, asset management, development, construction, and environmental health and safety. With more than 40 years of experience supporting the Department of Defense, Phillip has held senior leadership positions with Lendlease and J&J Worldwide Services, bringing expertise in real estate, development and facilities management. 

Justin Kern, Chief Executive Officer of Centinel, sets the company’s strategic direction with a focus on long-term sustainment and outcomes for customers, partners and employees. He has more than 20 years of leadership in real estate finance, construction and operations. Prior to Centinel, Justin served as President and CEO of Lendlease (US) Public Partnerships Holdings LLC, where he oversaw asset management, property management and development for military housing and lodging communities.