Leading Hospitality with Purpose and Values

Generous Listening and Empathy in Leadership

Hospitality has always been my North Star. From my earliest days on the floor, I was fascinated by the magic that happens when a team is aligned and genuinely cares about the experience they’re creating. Over time, I moved through roles in operations, training, and eventually into HR and talent; each step deepening my understanding of what great hospitality looks like when it’s practiced consistently and led intentionally. Joining MINA Group felt like a natural evolution. I was drawn to the intersection of craft, culture, and innovation. What really pulled me in was the chance to shape the future of our teams; to find people who aren’t just technically talented, but who understand that hospitality is a dialogue, not a transaction. As Director of Recruiting, I get to champion that belief every day.

Be a generous listener. Early on, I learned that great leadership isn’t about having all the answers, it’s about making space for others to bring their best ideas forward. Especially in hospitality, where the pace is intense and the stakes are emotional, people want to feel seen, heard, and valued. When you lead with empathy and clarity, your team won’t just follow you, they’ll run beside you.

Building Strong Teams with Values and Transparency

We start with who over what. Skills can be taught, but hospitality DNA; genuine warmth, curiosity, a sense of pride in excellence, is innate. When we’re hiring, we’re looking for alignment with our values as much as alignment with the job description. We’ve created behavioral interview models that focus on those values: grace under pressure, accountability, collaboration, and the ability to delight.

We also believe in investing in shared language and standards across properties. That means centralized onboarding experiences, a consistent “Mise en place” of expectations, and collaboration with training and ops teams to ensure every hire feels like part of something bigger than just one location.

One of the most powerful strategies I embraced is radical transparency, not just as a value, but as a tool for attraction and retention. Ambiguity is common in our industry, I find that being open about expectations, growth paths, compensation, and culture (the good and the challenging) builds trust from day one.

Whether it’s a job post or interview, we’re honest about what it takes to thrive here. We don’t sugarcoat the pace, the standards, or the accountability. But we also lay out the why behind everything we do: our commitment to excellence, the real opportunities for growth, and the values that guide every decision.

This transparency has to extend internally, too. We talk openly about performance metrics, promotion criteria, and areas of focus. You don’t want people left wondering where they stand or how to move forward. That clarity creates a culture of ownership, and it invites people to stay and build with us, because they can actually see what’s possible.

Technology, Leadership and Investing in Growth

Technology should serve the human, not replace it. That said, I see tremendous value in using AI and automation to streamline administrative tasks like scheduling, application screening, data tracking; so our teams can spend more time building relationships and developing leaders.

I look for tools that help identify high-potential candidates faster, reduce bias, and personalize communication at scale. But I’m equally committed to keeping the heart in the process. Every candidate still deserves a handshake, whether virtual or literal. My recruiting golden rule is: if you don’t want a candidate to ghost you, don’t ghost them.

We’re intentional about growing leaders from within. That starts with clear paths for advancement and continues with leadership development that blends operational excellence with emotional intelligence. Our internal promotion successes are something we’re proud of, and they’re a direct result of building a culture where ambition is welcomed and supported.

As the industry evolves, so does our definition of the ideal candidate. Now more than ever our number one focus is on selfless hospitality. I think the most important question I ask most candidates is, “give me an example of a time you gave a guest unreasonable hospitality?” How a candidate reacts to that speaks volumes.

We also stay ahead by listening to our teams, our guests, and the industry. Whether it’s adjusting to a workforce that values work-life balance, more high-touch interactions, or embracing new platforms for talent discovery, we’re not afraid to adjust.

Start by treating recruiting not as a transaction, but as a relationship. People remember how you made them feel; whether they got the job or not. Build a brand that people want to be part of, even before a job is open. That means clear values, visible leaders, and a culture that people talk about in the best ways.

Second, don’t wait for someone to “prove themselves” before investing in their growth. Identify potential early and often. Sometimes the best future GM is your current server—if you’re paying attention.

Finally, be authentic. Don’t build a pipeline just to fill jobs. Build it to create belonging. In this business, our people are our product. If they feel inspired, supported, and challenged, they’ll do the same for every guest who walks through our doors.