HOTELS: What initially attracted you to wanting to work in the hospitality industry, and why did you ultimately decide to make a career in it? Pitman: Funny enough, I stumbled into the hospitality industry. A family friend, who was a food & beverage director with Wyndham Hotels & Resorts, hired me as a dishwasher. As most hoteliers know, there are no rigid titles. You step in wherever needed to ensure guests, owners and team members are taken care of. I worked as a server, front desk agent, in banquets, room service and even dabbled as a |
cook. This experience lit my fire for the industry.
HOTELS: What has been the most rewarding and challenging part about working on the operations side? Pitman: The ability to make a positive impact. Seeing a guest’ s experience improve because of the efforts put into the dayto-day operations and knowing that the team is supported and working efficiently is incredibly fulfilling. On the challenging side, balancing the demands of different departments and handling unexpected situations, like last-minute changes or high guest expectations.
HOTELS: What can the older generation of hotel industry executives learn from the younger generation and vice versa? Pitman: The older generation of executives often brings
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a wealth of experience and a deep understanding of the foundational principles of hospitality. They know how to navigate challenges and maintain operational efficiency and they have seen the industry evolve. What the younger generation brings to the table is a fresh perspective, a better understanding of current trends and a stronger grasp of technology. Younger professionals are often more in tune with digital tools, social media and the expectations of today’ s guests, especially in terms of personalization and convenience. On the flip side, the older generation can teach the younger generation the importance of building relationships, handling long-term strategic planning and managing operational challenges that come with experience.
HOTELS: What is your
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advice to those thinking about a career in hospitality or those just starting out in it? Pitman: Be open to learning and flexible in your approach. The industry is dynamic and fast-paced, so being adaptable is key. Start by gaining experience in various roles, even if they seem outside your initial plan. You’ ll learn a lot by seeing how different departments work together and how each role contributes to the overall guest experience. Don’ t be afraid to ask questions, seek mentorship and build relationships. The people you work with will be one of the most rewarding parts of this career. Above all, remember that hospitality is all about serving others and making people feel valued. If you are passionate about helping others and creating memorable experiences, this is a great industry to join. |
HOTELS: What initially attracted you to wanting to work in the hospitality industry, and why did you ultimately decide to make a career in it? |
Rencurrell: From a young age, I showed great interest in two things: real estate and solving puzzles. A close family friend was a builder and any chance to walk on a construction site or tour a new property was eagerly accepted. I later studied architecture at Georgia Tech and worked for the university after graduation coordinating design-build projects. At Turnstone, I first had the opportunity to work on entitling residential land |
and then folded extended-stay hotels into the mix shortly after. Working within this niche field of hospitality brings unique challenges to solve each day. It requires taking calculated risks by assessing markets and making an informed investment analysis about demand, costs and overall viability.
HOTELS: What has been the most rewarding and challenging part about working on the investment side?
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Rencurrell: The most rewarding and challenging part of investing in any facet of real estate is finding the right market. The vast number of variables we are constantly contending with only seems to grow each year. Aside from the obvious challenges, such as finding an open market outside of an AOP with clear demand drivers, you are also contending with challenges lurking below the surface, such as high property taxes or |
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