insurance that can crush NOI and kill a deal. Even once you find a market that can balance each of these, you have to work through entitlements with municipalities to understand the local ordinances or educate them on the product. The longest( and best) day in my world is the day we close on our construction loan, purchase a new piece of property and give the green light to start construction. |
HOTELS: What do you think the older generation of hotel industry executives can learn from the younger generation and vice versa? Rencurrell: I hope the older generation can learn how eager the younger generation is to work, even if it looks different from the work environment they grew up in. I would also advise them to continue to give the younger generation opportunities to |
prove themselves. For the new generation, I think they can place more importance on inperson meetings and picking up the phone. We are often quick to send an email or text and forget that we are in a business relationship. A warm friendly voice often goes further. Lastly, the most important lesson is that no one is going to give you the answer. If you want to get ahead, you need to show up to the table with solutions. |
HOTELS: What is your advice to those thinking about a career in hospitality or those just starting out in it? Rencurrell: Work with people who care about quality and customer service; cutting corners is a red flag. For those thinking specifically about working in investing, get comfortable in excel. Soon you will dream about how to make that perfect spreadsheet! |
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? Ziebert: I’ m passionate about travel, real estate, architecture and urban planning, so hospitality development felt like a natural intersection of those interests. Development offers the unique opportunity to not only shape the built environment but also create meaningful experiences for people. I was drawn to the strategic nature of the work and, over time, I came to appreciate the broader impact hospitality can have— not just |
on guests, but communities and cities.
HOTELS: What has been the most rewarding and challenging part about working on the brand development side? Ziebert: The most rewarding part is seeing a project come to life— from early conversations and underwriting to seeing a project open. Being involved in shaping the future of a brand like Four Seasons is fulfilling, but at the same time, there are high expectations. The biggest challenge is ensuring each project not only meets our standards, but also reflects the character of its location and resonates with our guests.
HOTELS: What would you say has been your biggest accomplishment so far— something you are very proud of? Ziebert: Supporting the broader team on the
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development of Four Seasons Deer Valley and Four Seasons Puerto Rico has been a career highlight. Both projects are incredibly exciting, but what I’ m most proud of is how they strategically strengthen our global portfolio. Deer Valley reinforces our presence in the luxury ski market, while Puerto Rico represents a great opportunity to expand in the Caribbean as a culturally rich destination.
HOTELS: What do you think the older generation of hotel industry executives can learn from the younger generation and vice versa? Ziebert: Both generations bring collective value. Hotel industry executives bring deep expertise, strategic vision and a commitment to service, which have shaped the foundation of hospitality. As younger generations travel more and influence demand, preferences are shifting toward unique,
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immersive experiences. Younger professionals offer fresh perspectives on how to meet these evolving expectations.
HOTELS: What is your advice to those thinking about a career in hospitality or just getting started on it? Ziebert: Hospitality development sits at the intersection of so many disciplines— real estate, architecture and design, finance and investment, operations, food and beverage, sales and marketing and more. You’ re not expected to know everything, but you do need to understand how the pieces fit together. My advice would be to rely on subject matter experts, ask questions and don’ t hesitate to reach out for help. I’ ve found that most people in this industry are generous with their time, and having a solid network in your corner makes it much easier to face challenges head-on.
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86 hotelsmag. com July / August 2025 |