Pros
Exposure to multiple aspects of hotel operations due to frequent changes and turnover Opportunities to problem-solve in challenging situations Creative vision and branding concepts (on paper) Potential for positive change if both owners were equally engaged in leadership Some talented and dedicated colleagues at the property level
Cons
Distrustful and controlling leadership style Disrespectful treatment of senior leaders in public settings Rare property visits from top leadership despite claims of being overworked Unclear priorities, with company-owned hotels receiving more attention than third-party contracts Portfolio decline from 14 hotels to 4 since 2023 (3 self-owned) Recruiting process excludes hiring managers and withholds resumes to “avoid bias” Refusal to promote from within, even in favor of external hires with known performance concerns Dismissive of formal hospitality education and professional experience frequent, poorly planned initiatives with little follow-through Lack of accountability from top leadership when decisions fail Intrusive policies (e.g., recording one-on-ones for corporate review) that damage trust Limited growth opportunities for property-level leaders