During my time with the company, I experienced ongoing operational and financial challenges that made it difficult to perform at a high level. Basic tools and resources—such as standard software—were often difficult to obtain, which created unnecessary inefficiencies across departments.
There also appeared to be a consistent gap in adherence to brand standards, largely due to a lack of experience and willingness to adapt at the leadership level. This made it challenging for teams to execute effectively, especially for those with prior hotel or brand-standard experience.
One of the more concerning patterns was the frequent turnover in leadership. I personally witnessed multiple experienced General Managers brought in to stabilize or improve operations, only to be replaced shortly after. This created instability and ultimately impacted both team morale and the overall guest experience.
For individuals with strong hospitality backgrounds—particularly in sales or upper management—this may not be the best environment for long-term growth or success.
