Q & A
Stonebridge Companies is comfortable operating city-center hotels to resorts. Pictured here is Margaritaville Lake Resort Lake Conroe near Houston and, below, The Statler Dallas, Curio Collection by Hilton. is crucial to overall organizational success. How do you view leadership and, drawing on your experience, what makes or defines a great leader in the C-suite? Smith: We are hyper-investing in performance. One of our secret sauces is that we keep our people at very low hotel capacities to make sure our above-property engagement is best in class. We have what I believe are the best results in our space and operations does not mean only financial performance. It starts with the work environment, the talent we attract and retain and the guest experience we provide. Paul Eckert was our choice to lead this effort with all these areas intentionally targeted.
HOTELS: There are hundreds of thirdparty management companies. How do you stand out from the crowd and why? Smith: Our number one focus is our owners’ investment returns. We feel that if we are successful in this singular focus, all other areas of our business will be successful, and we will be able to invest in the growth of our people. Our owners feel this in every decision we make and in how we approach both them and their assets. market. I also believe lifestyle is not limited to luxury. Lifestyle is about creating an experience, and that can exist at every chain scale if you are doing it right.
On the luxury side, there is no room for shortcuts. Luxury is only partially about the property. The challenge is to understand guest expectations and deliver a consistent experience every day. Luxury travelers know what they want; they are willing to pay for it; and they will take their business elsewhere if the experience does not meet their expectations. The opportunity is there, but only for operators who can execute at that level.
HOTELS: You recently hired a new chief operating officer, a position that
HOTELS: Crystal ball: How do you handicap the next six to 12 months, and what will be the defining conversation or theme vis-à-vis the hotel industry? Smith: The next 12 months will look a lot like the last 24: Transaction activity will continue to be muted, owners will be holding firm on valuations and capital costs may improve marginally. Performance should remain steady, with growth driven by rate gains, rather than occupancy. Execution will continue to be the biggest differentiator. In an environment with challenging market conditions, strong operators will rise to the top. That is why I believe you will continue to see more management changes as owners look for partners who can consistently outperform and increase profitability.
60 hotelsmag. com July / August 2026