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Costa Rica posee un gran propósito: generar bienestar a partir de la paz, la educación y el respeto por la naturaleza, esa vocación ha sido su gran fortaleza ya que es buena tanto para sus ciudadanos, como para turistas e inversionistas internacionales que lo perciben como un destino estable, verde y confiable. Sin embargo, la voluntad nacional se diluye cuando los proyectos enfrentan trámites interminables o una falta de visión mediadora y egoísta. El país demostró sabiduría al apostar temprano por el ecoturismo y las energías limpias, esa visión lo posicionó globalmente como un modelo de sostenibilidad, pero en los últimos años esa intuición se ha desconectado o se ha dado por sentada y se ha vuelto más defensiva que creativa. Costa Rica necesita atreverse de nuevo. Las instituciones ofrecen estabilidad, pero su exceso de trámites ahuyenta las oportunidades. Una ventanilla única eficiente y digital sería más útil que muchos discursos sobre competitividad. La inversión internacional no le teme a las normas; le teme a los laberintos. La amabilidad de los costarricenses sigue siendo un imán. Ese capital humano cálido y educado es parte esencial de la marca-país, pero la cordialidad sin estrategia puede no ser percibida tan atractiva ahí afuera, necesita dirección y enfoque. El sistema judicial y el respeto por la ley brindan seguridad, pero su lentitud y falta de carácter en la gestión limita la eficiencia que demanda el mundo. La disciplina debe medirse en resultados, no en más leyes y reglamentos. La belleza natural del país es su carta más poderosa. Quizá ningún otro destino combina selva, playa y paz social con tanta armonía. Sin embargo, esa belleza exige mantenimiento. Infraestructura deteriorada, contaminación visual de calles y crecimiento desordenado sin planes reguladores son señales de descuido. La naturaleza sola no sostiene la reputación; el orden también comunica valor. Costa Rica ha demostrado resiliencia económica y social, superando crisis sin daños mayores, pero la resiliencia no negocia con la complacencia. La falta de renovación y la lentitud para adaptarse hacen que otros países de la región avancen más rápido en cambiar y captar inversión. El país comunica bien su esencia con el famoso “Pura Vida”, pero necesita perseverar en lograr nuevos horizontes, resaltar la identidad por región, Guanacaste, Osa, Caribe, Zona Norte deben resaltar sus identidades individuales para complementar la identidad nacional. En términos logísticos, la conectividad aérea es buena, pero el transporte terrestre sigue siendo un desafío. La falta de carreteras modernas o trenes limita el desarrollo de destinos emergentes en las costas y zonas rurales. En el ámbito práctico, Costa Rica ya ofrece un entorno confiable, educación, salud y un estilo de vida envidiable, sin embargo, la informalidad y la desigualdad territorial impiden que ese bienestar sea uniforme. Solo se puede ser un país desarrollado cuando cada parte del territorio desarrolle sus fortalezas. El país tiene el potencial de ser un modelo de prosperidad sostenible si alinea su visión, su voluntad y su ejecución. Necesita una agenda nacional que combine propósito, planificación y resultados. Si logra traducir su vocación ecológica en productos turísticos y de inversión bien estructurados, Costa Rica podrá mantener su brillo transformándolo en un haz de luz enfocado, constante y duradero. En síntesis, Costa Rica no necesita inventarse de nuevo, sino reencontrarse con su mejor versión: la de un país que entiende que la paz, la naturaleza y la confianza solo generan valor cuando se organizan con inteligencia, con disciplina y con propósito.

Transacting a hotel in Costa Rica is not a simple real-estate deal; it is the transfer of a going concern whose value resides in land and buildings, operating permits, staff, reputation, digital channels, and forward bookings. What follows is a concise, academic-pragmatic guide—structured as a thematic flow rather than numbered steps—that synthesizes industry best practices from legal, tax, and operational perspectives for both sellers and buyers proceeding in a direct, principal-to-principal transaction. A successful process begins well before contracts are drafted. Sellers should frame the transaction with a market-grounded narrative: what the asset is, why it outperforms (or can), and where its upside lies. That framing earns leverage later—during diligence, price verification, and closing adjustments. In parallel, buyers should define the investment thesis (stabilized yield, repositioning, or redevelopment), the preferred structure (asset vs. share purchase), and the risk tolerances that will drive conditions precedent and holdbacks. Positioning the business. Start by assembling defensible evidence of performance and value. Benchmark occupancy, ADR, and RevPAR against a realistic comp set (same scale, segment, and locus of demand), identify direct competitors’ unique selling propositions and pricing behaviors, and quantify local pipeline risk from announced hotel developments. Bolster this with visible proof of online traction: quality of website and booking engine, channel mix, social presence, review velocity and sentiment, and ranking stability. Where possible, translate these datapoints into a short investment case—what a sophisticated counterparty needs to believe for your price to be fair. From the buy-side, pressure-test that narrative with a forward model that normalizes one-offs, seasonality, and reinvestment needs; a clean model will later anchor diligence and escrow mechanics. Documentation discipline. Organize everything the counterpart will reasonably request: corporate and title documents; municipal license (patente), health and alcohol permits; supplier and OTA contracts; payroll and CCSS compliance evidence; insurance certificates; tax filings and payment proofs; utility accounts; PMS/channel manager contracts; asset inventory; and any franchise/management agreements. Completeness de-risks diligence and, for sellers, shortens exclusivity. Confidentiality first. Before exchanging sensitive data or granting property access, execute a mutual or one-way NDA. It should explicitly cover financials, guest data, rate plans, third-party contracts, and the mere fact of negotiations. A well-drafted NDA protects value in the event the transaction stalls and reduces operational noise during the process. Term-setting via LOI. A non-binding letter of intent is the workhorse for aligning economics and choreography. It should define: consideration and currency; structure (asset purchase of real estate, FF&E and business assets vs. share purchase of the hotel-owning company); exclusivity period; due-diligence scope and duration; deposits and escrow; principal conditions precedent (e.g., financing, satisfactory diligence, regulatory or third-party consents); targeted closing date; and headline representations, warranties, and indemnity architecture. The share-purchase path can streamline permit continuity and contract assignments but demands heavier warranty and indemnity protection. The asset path simplifies legacy liability risk but increases the number of transfers required post-closing. The definitive contract. In Costa Rica, the binding sale instrument is the Sale and Purchase Agreement (SPA)—often styled locally as an Opción de Compraventa—which sets out the operative terms, representations, warranties, covenants, conditions, remedies, and closing procedure. It should attach (or incorporate by reference) an itemized inventory; the form of the notarial transfer deed (escritura de traspaso) for real property; escrow instructions; forms of assignments (e.g., website domain, software licenses, vendor contracts); and a closing checklist. Because real property transfers must be executed before a Costa Rican Notary Public (who is also an attorney) and recorded at the National Registry, the SPA’s closing mechanics must dovetail with the notarial deed and registration workflow. In practice, the escritura is read and signed at closing and then recorded; the registry update follows thereafter. Diligence with operating-business rigor. For hotels, diligence is multidimensional: Title/registral & zoning. Confirm clean title at the National Registry (folio real), boundaries that match the recorded survey (plano catastrado), and the zoning/land-use lawful for hotel operations. Beachfront assets may involve Maritime Zone concessions, requiring special scrutiny of concession terms and compliance. Legal compliance. Verify the municipal business license, health permits, liquor license (if any), ICT registrations, and good standing of the owning entity. Validate employer registration and contributions with the CCSS (social security) and mandatory workers’ compensation coverage with INS; both are required for lawful operation and for maintaining the municipal license. Labor & HR. Map headcount, contracts, accrued benefits, and contingent liabilities (severance, vacations). Structure choices (asset vs. share) drive whether staff remain with the entity or require termination/re-hire; reflect this in closing adjustments and covenants. Financial & tax. Walk through historical P&Ls, occupancy, ADR and channel mix; reconcile PMS data to bank statements; test working-capital seasonality; and identify tax exposures. Note Costa Rica’s real estate transfer tax (1.5% of price or fiscal value, whichever is higher) and the capital-gains regime (generally 15% on gains; a 2.25% election may apply once for assets acquired before July 1, 2019). These are not mere abstractions—they affect price netbacks and who pays what at closing. Physical & environmental. Commission independent inspection of structures, MEP systems, pools, wastewater systems, fire/life safety, and any special plants (e.g., desalination). Obtain repair estimates where issues surface; use findings to agree credits or seller remedies. Commercial & digital. Inventory everything “soft” that makes a hotel trade: brand assets, domain, email, PMS and channel manager accounts, social handles, OTA listings, and review profiles. Confirm transferability, admin access, and the plan for banking switchovers on OTAs and the booking engine. Closing mechanics that actually close. On closing day, the Notary reads the deed; parties execute; funds flow per escrow instructions; and the Notary submits the deed for recording. Transfer tax (1.5%) and registration stamps/fees are settled, and notarial fees (commonly ~1–2% by market practice) are paid according to the allocation in the SPA. Although customs vary on “who pays what,” clarity in the SPA avoids friction; model both sides’ cash flows so there are no surprises. After-closing transfer of the business, not just the deed. A hotel’s continuity depends on disciplined post-closing handover: Municipality. Update the business license (patente) and property tax account; file the value declaration reflecting the new price so municipal rolls are current. CCSS, INS, Hacienda. Ensure employer registration details, legal representatives, and payroll statuses are updated with CCSS; maintain continuous workers’ compensation insurance with INS; and update tax registrations with the Ministry of Finance (Hacienda) for income tax and VAT where applicable. Capital gains reporting falls on the seller according to the chosen regime. Digital and distribution assets. Transfer the website domain/hosting and booking engine admin; hand over or re-platform OTA accounts (Airbnb, Vrbo, Booking, Expedia) to preserve listings and reviews; assign or grant admin on Google Business Profile, Facebook, Instagram, TripAdvisor, and Waze. Plan the banking and payout switchovers in lockstep so reservations and card settlements continue without interruption. Vendors and utilities. Novate or re-paper key vendor contracts (laundry, linen, waste, security, landscaping, POS, PMS, channel manager) and transfer electricity, water, telecom, and gas accounts. Execute a joint inventory count and a possession acta to memorialize delivery. Price protection and performance incentives. Sophisticated parties use targeted escrows to align post-closing performance with payment. A 10% holdback is common in hotel deals to secure delivery of digital access, permits, utilities, inventory in agreed condition, and resolution of any short-interval “stub” liabilities. Define release conditions objectively (e.g., written confirmation of admin rights on specified systems; zero past-due balances on named utilities; CCSS/INS certificates current to closing; vendor statements cleared through a fixed date) and set a finite release window (often 30–90 days). In a share purchase, tailor warranties and survival periods to legacy risk; in an asset purchase, emphasize true-up mechanics for prepaid revenues, deposits, and payroll accruals. Negotiating what really matters. Beyond headline price, three levers usually create or destroy value: (i) structure, which shifts tax and liability outcomes; (ii) capital plan, which buyers use to negotiate credits when inspections reveal deferred capex; and (iii) time, because operating performance is seasonal and cash conversion lags. A seller who arrives with current compliance, reconciled books, documented digital assets, and realistic capex disclosures tends to compress exclusivity and protect price. A buyer who scopes diligence to what drives underwriting—rather than every possible document—moves faster and reserves leverage for the issues that change valuation. Ethics, people, and continuity. Hotels are human-intensive businesses. Even when the legal structure allows seamless continuity of employment, plan the communication cadence to staff; map who needs to know when, and align the message with labor-law obligations. Ensure the first payroll cycle post-closing runs flawlessly under the buyer’s administration; nothing erodes goodwill faster than payroll errors. Maintain guest-facing consistency during cutover: digital access, rate plans, and booking engine redirects should be invisible to the market. A note on costs and taxes. Parties should assume and model: (1) the real-estate transfer tax at 1.5% of the higher of price or fiscal value; (2) registration stamps and minor fees; and (3) notarial/legal fees around 1–2% by practice. For the seller, capital gains typically are taxed at 15% on net gain, with a transitional 2.25% option for one pre-July-2019 asset. Buyers should also budget working capital and immediate compliance/insurance costs (CCSS/INS registrations, if a new employer entity is formed). These items are not mere footnotes; they are determinants of proceeds and effective yield. Bottom line. Treat the transaction as the transfer of an operating platform. Confidentiality and clarity (NDA, LOI) set the tone; a precise SPA aligns legal form with operational reality; and diligence should look beyond paper to how the hotel actually earns its keep. Closing is not the finish line—continuity across licenses, labor, insurance, tax, utilities, vendors, and digital channels is what truly transfers the business. With that mindset—and with tight documentation, disciplined escrow design, and compliance hygiene—both sides can move from handshake to handover with speed and confidence in Costa Rica’s legal framework.

The Multiple Listing Service, commonly known as MLS, is a cooperative system used worldwide to organize and share verified real estate information among licensed professionals. Its main objective is to increase transparency, reliability, and efficiency in property transactions by allowing agents and brokers to publish standardized listings accessible to other professionals in the same network. Each listing within an MLS contains essential data such as the property’s price, location, dimensions, photographs, legal status, and contact information of the responsible agent. This structure enables collaboration between brokers, where one professional represents the seller while others may introduce qualified buyers under pre-established cooperation agreements. Through this mechanism, the MLS balances competition and collaboration, ensuring that all participants operate within a consistent and verifiable data environment. The MLS model first appeared in the United States in the late nineteenth century as an informal system for agents to share information about available properties. Over time, it evolved into a formalized, technology-driven network that became the foundation of the modern real estate industry in North America. Its success led to its adoption in many other countries seeking to enhance the organization, credibility, and accessibility of their property markets. Today, MLS platforms integrate not only listings but also advanced tools for analytics, valuation, and marketing, linking regional property markets with global investor audiences. This connection has proven particularly valuable in regions where foreign direct investment plays an important role in economic growth and real estate development. In Costa Rica, this model operates through OMNI MLS, a professional platform that connects licensed agents, brokers, and developers throughout the country. The system functions bilingually in Spanish and English and incorporates standardized fields for property data. Before any listing becomes public, OMNI MLS reviews its content to ensure accuracy, consistency, and compliance with the established norms of professional practice. By doing so, it minimizes the duplication of listings, promotes data integrity, and fosters cooperation among participants. The platform also integrates with IDX Broker and Realtor.com, which enables Costa Rican listings to appear on international search portals widely used by investors and relocation professionals. This integration extends the reach of Costa Rican real estate far beyond local markets, allowing properties to be viewed by potential buyers across North America, Europe, and Latin America. The operational advantages of an MLS are both structural and practical. By centralizing data, the system allows professionals to access accurate and uniform information from a single source, reducing errors and inconsistencies that often occur when listings are spread across multiple websites. It also enhances market transparency because the verification process ensures that published information reflects the property’s actual status and legal standing. Access to historical and current listings supports comparative market analysis and the development of realistic pricing strategies. At the same time, standardized cooperation rules create a fair framework for commission sharing, which encourages collaboration between agents rather than competition based solely on exclusivity. Finally, the integration of MLS data with international portals such as Realtor.com broadens market visibility and connects local sellers with global buyers, contributing to the internationalization of Costa Rica’s real estate sector. For foreign investors, the MLS offers a familiar and secure point of entry into the Costa Rican market. It provides a clear structure for verifying listings, confirming agent credentials, and accessing comparative sales data for due diligence. This is especially important in emerging markets, where the reliability of property information can vary significantly. Through OMNI MLS, investors can perform a level of analysis comparable to what they would expect in their home countries, reducing uncertainty and risk. The availability of verified data facilitates financial modeling, valuation, and risk assessment, which are essential elements in institutional or hospitality-oriented investment. In this sense, the MLS not only serves as a marketing tool but also as an instrument of governance and trust in real estate transactions. For property owners and developers, participation in an MLS-connected brokerage brings measurable benefits. Listing a property through OMNI MLS provides exposure to a broader network of licensed agents, enabling access to both local and international buyers without losing control of representation. The verification process enhances the credibility of the property and assures buyers that the information presented is accurate. Standardized documentation helps streamline negotiations, reduces delays in the closing process, and improves the efficiency of communication among all parties involved. Additionally, access to comparative data and performance indicators allows owners to position their properties more competitively within the market. For developers, MLS participation supports market feasibility studies and investor outreach, facilitating early engagement with qualified prospects. Within this framework, MyRealtyButler.com operates as a brokerage firm specializing in hospitality and development real estate in Costa Rica. Its participation in OMNI MLS allows it to align its practices with international standards of accuracy and professional cooperation. Each property represented by MyRealtyButler is published through the MLS network after data verification, which ensures consistency and exposure across multiple channels. The firm also uses MLS data to conduct comparative and financial analysis, applying key metrics such as Net Operating Income, Capitalization Rate, and Average Daily Rate to assess asset performance and market potential. By combining MLS infrastructure with industry-specific expertise, MyRealtyButler enhances the reliability and accessibility of investment information for both domestic and foreign clients. The introduction of OMNI MLS in Costa Rica marks a turning point in the professionalization of the country’s real estate sector. By consolidating information and promoting standardized cooperation among agents, the system aligns Costa Rica with international practices that prioritize data integrity and accountability. For investors, it provides a structured pathway for identifying and evaluating opportunities. For property owners and developers, it offers a scalable channel for reaching new markets and improving transaction efficiency. The MLS model also contributes to the broader institutionalization of real estate brokerage by establishing a transparent and verifiable information framework that benefits all stakeholders. As Costa Rica continues to attract investment in tourism, hospitality, and residential development, the role of OMNI MLS will likely expand. The system’s integration with digital marketing tools, CRM platforms, and financial analytics software positions it as a central component of modern brokerage operations. Its ability to provide verified data in real time supports evidence-based decision-making and fosters long-term confidence among international investors. Real estate professionals and market participants seeking to operate within a transparent and standardized framework can benefit from using OMNI MLS in collaboration with certified brokers. In Costa Rica, this combination of verified data, professional representation, and global exposure represents a critical step toward building a mature, internationally connected real estate market capable of supporting sustainable growth and investor confidence.

Over the past four decades, Costa Rica has evolved from a small, agriculture-based economy into one of Latin America’s most stable and diversified investment destinations. Today, the country stands out not only for its political stability and environmental leadership but also for its growing capacity to attract foreign direct investment (FDI). Historically, most of this capital flowed to manufacturing and export-oriented industries within free-trade zones. Yet a remarkable transformation has occurred in recent years: tourism and real estate have begun to claim a much larger share of FDI, reflecting Costa Rica’s emergence as both a global tourism powerhouse and a preferred location for foreign retirees, digital nomads, and lifestyle investors. In 2024, Costa Rica’s total FDI reached approximately US $4.32 billion, according to data from PROCOMER, marking one of the highest figures in the country’s history. Tourism alone represented around 14 percent of that total—equivalent to roughly US $600 million—while real-estate investment accounted for nearly 7 percent. These are no longer peripheral sectors; together they now rival manufacturing and services in their strategic importance. The implications of this shift extend far beyond short-term economic growth: they redefine how the world views Costa Rica, not merely as a vacation spot but as a long-term investment platform tied to global trends in sustainability, wellness, and remote living. Historical context and structural foundations The trajectory of foreign investment in Costa Rica has been shaped by several enduring features. First, its democracy and institutional continuity have offered investors a rare sense of predictability in Latin America. Second, since the 1980s the government has promoted openness to trade and investment, creating strong linkages between domestic industries and international markets. Third, the country’s human capital—high literacy rates, bilingual workforce, and social stability—has consistently attracted multinational firms in sectors such as medical devices, business services, and technology. Tourism’s rise as a pillar of foreign investment followed naturally from these advantages. By the mid-2010s, annual visitor arrivals had exceeded 2.5 million, generating over US $2.6 billion in foreign exchange. The global rise of eco-tourism and experiential travel coincided perfectly with Costa Rica’s “pura vida” identity, a brand built on biodiversity and sustainability rather than mass tourism. When global tourism recovered after the pandemic, Costa Rica emerged stronger than ever: visitor arrivals surged again in 2023–2024, with the Guanacaste airport alone recording a 14 percent year-on-year increase in international passengers. Such growth directly fuels FDI in hotels, resorts, and supporting infrastructure—from marinas and wellness retreats to mixed-use developments that blend hospitality with residential components. Real-estate as a magnet for lifestyle capital Parallel to tourism, real-estate investment has matured into a reliable engine of foreign capital inflows. Between 2023 and 2024, residential property prices increased by nearly eight percent nationwide, with the most notable appreciation occurring in Guanacaste and the Central Valley. Guanacaste—home to destinations like Tamarindo, Papagayo, and Nosara—remains the most expensive and internationally visible region, attracting high-end buyers seeking beachfront residences or branded resort properties. Meanwhile, the Central Valley (San José, Escazú, Heredia, Santa Ana) appeals to expatriates and professionals drawn by its urban amenities, mild climate, and proximity to international schools and hospitals. Costa Rica’s legal framework has further supported this trend. The 2021 reform of the “Investor and Retiree Law” lowered the minimum investment threshold for foreign residency from US $200,000 to US $150,000, allowing retirees and investors to obtain residence more easily and enjoy tax incentives on imported goods and pensions. Combined with the newer “Digital Nomad Visa,” which grants tax-free status on foreign income for remote workers, these policies have expanded the market for long-stay rentals, serviced apartments, and co-living concepts that blend hospitality and real estate. In other words, FDI in property is no longer speculative—it is now part of a structural migration of global professionals and retirees toward quality-of-life destinations. Quantitative outlook to 2045 If current trends persist, the outlook for the next two decades is highly favorable. Assuming a moderate annual FDI growth rate of around three percent, total inflows could reach approximately US $5.2 billion by 2030 and close to US $7.8 billion by 2045. Under a more optimistic scenario—four percent annual growth—Costa Rica’s FDI could surpass US $9 billion before mid-century. Within that total, tourism is projected to grow from its current 14 percent share to roughly 18 percent by 2045, equating to about US $1.4 billion annually in sector-specific investment. Real-estate FDI is expected to increase from seven to about ten percent, or roughly US $800 million per year by the same horizon. These figures may appear ambitious, yet they are consistent with the strong pipeline of tourism and residential projects already under development along the Pacific coast and in the Central Valley. The quantitative story also carries a qualitative one: the capital flowing into Costa Rica is increasingly diversified, with investors from North America, Europe, and even Asia seeking exposure to sustainable, asset-backed projects. Unlike speculative inflows of the past, this capital is tied to tangible assets—land, resorts, and residential communities—offering long-term value and dollar-denominated returns. Regional distribution and competitive dynamics Guanacaste will likely continue to dominate tourism-related investment due to its coastal allure, improved connectivity through the Liberia International Airport, and government focus on sustainable infrastructure. The Central Valley will remain the core for high-end residential developments and urban hospitality projects, particularly those targeting business travelers and long-stay residents. The Central and Southern Pacific regions (including Manuel Antonio, Dominical, and the Osa Peninsula) are poised for niche growth in eco-luxury and adventure tourism, while the Caribbean coast, long underdeveloped, could become the next frontier for affordable, community-based projects. Competition will, however, intensify. As foreign capital accelerates, developers and hotel owners will need to differentiate through authenticity, environmental performance, and integration with local communities. Investors are no longer satisfied with generic resorts—they seek properties aligned with Costa Rica’s national narrative of conservation and social responsibility. The role of sustainability and ESG Costa Rica’s comparative advantage is inseparable from its environmental brand. Over 25 percent of the national territory is under some form of environmental protection, and the country has achieved near-universal renewable energy generation. For FDI in tourism and real estate, this sustainability framework acts both as a magnet and as a quality filter. Institutional investors—particularly those from Europe and North America—now demand verifiable ESG (Environmental, Social, and Governance) credentials. Projects that demonstrate energy efficiency, low-impact design, and community inclusion secure financing more easily and command higher valuations. In practice, a sustainable hotel or residential project can reduce operating costs by 15–25 percent while boosting occupancy and brand appeal. For Costa Rica, maintaining strict environmental standards is therefore not a constraint but a strategic asset that strengthens long-term competitiveness. Opportunities and strategic implications for investors For international investors, the confluence of tourism growth, policy incentives, and sustainable branding positions Costa Rica as a model destination for long-term, low-risk hospitality and residential investment. Boutique hotels, eco-resorts, wellness retreats, and branded residential projects represent the leading edge of opportunity. Developers can also explore hybrid formats that combine resort operations with fractional ownership or condominium sales, providing both cash flow and capital appreciation. Hotel owners already operating in Costa Rica can take advantage of this capital influx by professionalizing their investor materials. A concise investment teaser—including occupancy, ADR, RevPAR, and financial snapshots—followed by a secure data room with audited statements and property documentation, can dramatically accelerate investor interest. Likewise, positioning a property under a recognized brand or sustainable certification can improve valuation multiples and exit potential. Risks and resilience No investment outlook is without risks. Costa Rica must balance growth with conservation, ensuring that new developments do not erode the very natural capital that sustains its brand. Climate change poses increasing threats in the form of rising temperatures and weather variability. Moreover, as capital inflows rise, local inflationary pressures and property price escalation may challenge affordability and social equity. Nevertheless, the country’s policy framework and institutional maturity provide tools to mitigate these challenges. Strategic zoning, improved coastal management, and ongoing investment in renewable energy can sustain growth while preserving competitiveness. For investors, prudent risk management—adequate insurance, diversified demand segments, and robust legal structuring—remains essential. Conclusion By 2045, Costa Rica is poised to consolidate its position as the most balanced FDI destination in Central America—one where economic growth, environmental stewardship, and lifestyle quality coexist. Tourism and real estate will anchor this evolution, not merely as industries but as pillars of the country’s long-term value proposition. For hotel owners and developers, the next two decades offer an opportunity to align with this transformation. Those who invest in sustainability, professionalism, and transparency will be the primary beneficiaries of the projected surge in international capital. As global investors continue to seek destinations that combine natural beauty with legal stability and ethical governance, Costa Rica’s message to the world is clear: here, profit and purpose can grow together. This article was generated with AI assistance and reviewed by Wagner Loría, Hospitality Real Estate Broker at My Realty Butler Costa Rica.