1. How has your career path changed up until now?
I spent most of my career working for Hilton corporate, both in the Beverly Hills corporate office and the Memphis Operation Center, overseeing the Hilton Garden Inn brand's operations in the Americas and Asia/Pacific. After over twenty years with one company, I transitioned to the world of hotel development and ownership when I signed on for a franchise with Hilton and built, owned, and now operate through my management company a Tru by Hilton and Home2 Suites by Hilton in the Spokane, Washington, area.
2. Did you have a mentor who helped you get to where you are now? If so, what would you say is the most important thing you learned from your mentor?
Yes, I had a few mentors during my career. One was Bob Dirks, the SVP of Global Sales for Hilton. Bob helped me realize the value and importance of deeply rooted relationships in my personal and professional life. The other was Adrian Kurre, the SVP of Hilton Garden Inn hotels. Adrian emulated authentic leadership and helped me develop several leadership skills that helped propel my career.
3. What advice would you give to those pursuing their first business venture?
The best advice I would give to those pursuing their first business venture is to thoroughly study the benefits and risks of their endeavor. Then, use a mentor network to learn from those who have been in your shoes.
4. How do you overcome risk when it comes to making business decisions?
In hotel ownership, risk is inherent, whether it’s market fluctuations, guest satisfaction, staffing challenges, or unexpected operational costs. I manage risk by thoroughly analyzing and evaluating market trends, financial projections, and the competitive landscape. I also strongly emphasize building a resilient operational model that includes quality staff training, strong vendor relationships, and robust contingency planning. I believe in making data-informed decisions while staying agile enough to adapt to changing circumstances, such as shifts in travel behavior or economic conditions. Ultimately, calculated risk-taking is essential for growth in hospitality, but the key is preparation, constant monitoring, and having a plan B... sometimes even a plan C.
5. Why did you decide to become a mentor/ investor for the Hospitality Innovation Hub Incubator?
I have had a few outstanding mentors throughout my career, and being part of the Hospitality Innovation Hub Incubator is my way of passing on the example and knowledge my mentors shared with me to the next generation of entrepreneurs.
6. What book are you reading now?
Stop the Shift Show: Turn Your Struggling Hourly Workers Into a Top-Performing Team by Scott Greenberg
7. What is your favorite vacation destination?
Bora Bora, French Polynesia
8. What is your favorite movie?
Anything historical
9. Any last words you would like to share….
“If you want happiness for a year, create a fortune. If you want happiness for a lifetime, help someone else.” -Dr. Kiran C. Patel
