Modern Leadership and the Evolution of Hospitality Pt 1

Modern Leadership and the Evolution of Hospitality Pt 1

Meet in the Lobby: Modern Leadership and the Evolution of Hospitality In this episode of Meet in the Lobby, hosts Dorien Murphy and Melissa McCormack explore the changing landscape of the hospitality industry. Joined by industry veteran and founder of Columbine Hospitality, Christin Marvin, the conversation centers on the "million-dollar question" of leadership: how to build sustainable systems, attract the right talent, and elevate hotel restaurants from mere amenities to true culinary destinations. Finding the "Why" in Hospitality The episode opens with an examination of the enduring appeal of the hospitality sector. Murphy and McCormack discuss the industry's unique connectivity and the constant, unwavering focus on the guest experience. Christin Marvin shares her journey, beginning as a 15-year-old on the line and progressing through roles in luxury properties like The Broadmoor. She notes that her early career in a Five-Star, Five-Diamond resort taught her the "art of never saying no" and the power of storytelling. This foundational experience shifted her perspective from simply executing tasks to creating memorable guest experiences, a passion she continues to apply in her consulting work today. The Blueprint for Sustainable Leadership Addressing the challenge of how operators can step back from "putting out fires" to focus on long-term strategy, Marvin offers a clear framework for leadership: Define Core Values First: Before hiring, operators must define the core values and desired cultural behaviors (e.g., integrity, curiosity, problem-solving). This creates a roadmap for the type of leader needed. Work On the Business, Not In It: The goal is to build a structure where the owner or founder does not have to be physically present to handle daily operational crises. Avoid the Talent Myth: Marvin pushes back against the narrative that "good people are hard to find." She argues that when businesses clearly define their values and target audience, they can successfully attract and retain the right talent. Navigating "Beautiful Friction" in the Workforce The panel discusses the profound shift in the labor market following the pandemic. With the loss of significant institutional knowledge, the industry is seeing an influx of new talent that demands a different workplace culture. Marvin describes this shift as "beautiful friction." Today’s workforce is challenging historical industry norms regarding work-life balance and workload. The takeaway for operators is clear: those who lean into these demands by providing better quality of life and benefits are seeing success in retention, while those holding onto "old school" mentalities continue to struggle with turnover. Hotel Restaurants: From Amenity to Destination A significant portion of the discussion focuses on how hotel restaurants can break out of the "amenity" trap. Marvin offers a direct perspective: Adopt an Independent Mindset: Even with the structural benefits of being inside a hotel (e.g., existing marketing, maintenance, and facility support), hotel restaurants must operate with the same rigor and standard of excellence as a top-tier standalone restaurant. Focus on Output: Success is driven by the quality of the experience within the four walls. Whether it is the beverage program, the guest interaction, or the culinary narrative, the restaurant should be a place that locals choose as their primary dining destination. Looking Ahead The conversation concludes by setting the stage for the next episode, which will dive deeper into the critical issues of industry burnout, sustainable leadership strategies, and the long-term future of hospitality.

Navigating Global Growth and Procurement Strategy in Hospitality and Leadership Talent Pt 2

Leadership, Talent, and the Future of Hospitality Procurement In Part 2 of Meet in the Lobby, hosts Dorian Murphy and Melissa McCormack continue their conversation with Molly Preston, Senior Vice President of Procurement at Pyramid Global Hospitality. While the first discussion explored global growth and procurement strategy, this installment shifts focus to leadership, mentorship, emerging talent, and the evolving role of procurement in hospitality. Leadership Begins with Understanding Operations When asked about the leadership principles that have guided her career, Preston shared two philosophies that continue to serve as her professional north star. The first is a commitment to designing solutions with operators in mind. Having spent years working directly in hospitality operations, Preston believes any process or program must function in the realities of a busy hotel environment—not just look good on paper. "If it works in the boardroom but fails during the breakfast rush, it's broken," she explained. This operator-first mindset has shaped her approach to procurement leadership, ensuring that systems and initiatives are practical, accessible, and capable of supporting frontline teams during the most demanding moments of their day. Her second guiding principle is equally simple and impactful: lead with kindness. Preston emphasized the importance of approaching colleagues with curiosity rather than criticism, recognizing that everyone carries challenges and circumstances that may not be visible. By fostering empathy and understanding, leaders can build stronger relationships, create healthier workplace cultures, and ultimately drive better outcomes. Understanding the Next Generation of Hospitality Leader As hospitality welcomes new generations into the workforce, Preston sees significant opportunity in the fresh perspectives they bring. She describes today's emerging professionals as highly purpose-driven, technologically fluent, and unafraid to ask questions. Unlike previous generations that may have accepted established processes without challenge, younger professionals are eager to understand the "why" behind decisions. Rather than viewing this curiosity as disruptive, Preston sees it as one of the industry's greatest strengths. Their willingness to question assumptions creates opportunities for innovation and encourages organizations to continually evaluate whether long-standing practices still serve their intended purpose. At the same time, she believes organizations must adapt their leadership styles to meet evolving expectations around communication, development, and career growth. The question isn't whether younger professionals are committed, Preston noted—it's understanding what motivates them and how organizations can create environments where they feel connected to meaningful work. Closing the Context Gap One of the most insightful moments of the conversation centered on what Preston calls a growing "context gap." She argues that younger professionals are not lacking capability. Instead, many simply haven't experienced the economic downturns, supply chain disruptions, labor shortages, and operational challenges that shaped previous generations of hospitality leaders. While experience develops over time, Preston believes leaders have a responsibility to accelerate that learning process by openly sharing knowledge and lessons learned. Rather than guarding information or expecting employees to learn everything through trial and error, organizations should actively invest in mentorship and knowledge transfer. By combining the experience of seasoned professionals with the technological fluency and fresh perspectives of emerging talent, hospitality organizations can create stronger, more resilient teams prepared to tackle future challenges. The Value of Mentorship and Internships Preston is also a strong advocate for internships and early-career development opportunities. Throughout her career, she has consistently worked with interns, valuing the fresh perspective they bring to projects and initiatives. Even individuals with limited hospitality experience can identify blind spots, challenge assumptions, and ask questions that seasoned professionals may overlook. These experiences not only help develop future industry leaders but also provide organizations with valuable insights that can improve decision-making and innovation. For Preston, mentorship is not simply about teaching others—it is about creating an environment where learning flows in both directions. The Future Procurement Leader Looking ahead, Preston sees procurement leadership evolving far beyond traditional sourcing and contracting responsibilities. As hospitality organizations become increasingly global and data-driven, procurement leaders will be expected to operate as translators between corporate strategy and operational reality. Success will require more than technical expertise. Future leaders must be able to think systemically, navigate ambiguity, build trust across diverse stakeholder groups, and influence outcomes without relying solely on authority. According to Preston, the most effective procurement leaders will not succeed by controlling decisions. Instead, they will succeed by designing frameworks and systems that help others make better decisions. In many ways, the role is shifting from problem-solver to architect—creating structures that empower operators, align organizational goals, and support long-term success. Looking Ahead Throughout the conversation, one theme remained consistent: hospitality is ultimately a people business. Whether discussing mentorship, leadership development, operational excellence, or procurement strategy, Preston continually returned to the importance of empathy, collaboration, and shared purpose. As the industry navigates technological transformation and generational change, those human-centered leadership principles may prove to be the most valuable asset of all. Stay Connected with Meet in the Lobby To hear more conversations with hospitality leaders and industry innovators, subscribe to Meet in the Lobby on Apple Podcasts, Spotify, or visit the Avendra website for the latest episodes, insights, and hospitality trends.

Navigating Global Growth and Procurement Strategy in Hospitality and Leadership Talent and Whats Next for Procurement pt 1

Navigating Global Growth and Innovation in Hospitality Procurement In this episode of Meet in the Lobby, hosts Dorian Murphy and Melissa McCormack sit down with Molly Preston [https://www.linkedin.com/in/mpreston/], Senior Vice President of Procurement at Pyramid Global Hospitality [https://www.pyramidglobal.com/]. The discussion centers on the evolving landscape of global procurement in the hospitality sector, balancing the necessity of corporate scale with the importance of local, authentic guest experiences. From Operations to Strategic Leadership Molly Preston’s journey into the hospitality industry began in operations, starting as a student worker in a university food court and quickly rising to become a dining director for a large private student dormitory. Preston credits this hands-on start—managing engineering, housekeeping, and food and beverage services—as the foundation for her career. For Preston, the "energy of hospitality" is what remains the industry's greatest draw. She notes that few other sectors allow for the daily intersection of leadership, service, creativity, and business, a reality that persists even in her current corporate role. The "Guardrails, Not Handcuffs" Philosophy As Pyramid Global Hospitality continues to expand its footprint from the U.S. into Europe and the UK, Preston emphasizes that growth is only powerful when it is intentional. She describes her procurement strategy as setting "guardrails, not handcuffs." This philosophy allows the company to: * Ensure Consistency: Maintain compliance, financial discipline, and risk management through standardized contracts and systems. * Honor Individuality: Provide flexibility for properties to maintain their unique culture, design, and local storytelling. * Enable Rather than Override: Align the "how" (partnerships, sustainability standards, safety) without dictating the "what" (local menu items, specific regional identity). Preston frames this as a "sandbox" approach: by providing a secure framework, she empowers chefs and operators to create locally relevant, authentic experiences without worrying about operational risks. Innovation, Data, and the Role of AI Preston identifies as a "data nerd" who leverages technology to streamline operations. She notes that the development of innovative, real-time dashboards allows operators to move away from reactive tasks and toward proactive, data-driven decision-making. Regarding the industry's shift toward artificial intelligence, Preston offers an optimistic perspective. While some colleagues express concern about the impact of AI on procurement roles, Preston views AI as a powerful enabler. She argues that by automating repetitive tasks—such as reordering, maintenance scheduling, and inventory balancing—AI will: * Remove "Noise": Allow leaders to focus on high-impact strategic decisions. * Improve Efficiency: Help identify where compliance is drifting before it becomes a significant financial issue. * Preserve the Human Touch: By reducing the time operators spend behind a screen, AI enables them to refocus on what matters most: the guest experience. Adapting to Industry Headwinds Reflecting on the current economic and geopolitical climate, Preston acknowledges the serious headwinds facing the hospitality industry. She maintains that by leveraging the right tools and frameworks, organizations can protect margins without compromising the creativity and service that define the hospitality experience. Through intentional, technology-backed procurement, leadership can clear the path for their teams to prioritize "putting heads in beds" and creating memorable guest moments. Stay Connected with Meet in the Lobby Want to hear more expert insights on the future of hospitality? Listen to full episodes and catch up on previous discussions by following Meet in the Lobby on your favorite podcast platforms such as Apple, Spotify and the Avendra website.

How Peloton is Powering Hospitality’s Future pt 2

In this episode of Meet in the Lobby, hosts Dorian Murphy and Melissa McCormack continue their exploration of how wellness is reshaping hospitality—this time through the lens of Peloton. Joined by Courtney Nolan, Senior Director of Partnerships at Peloton, the conversation dives into how hotels are integrating in-room fitness, creating immersive wellness spaces, and responding to growing guest demand for convenience, privacy, and routine while traveling. The episode highlights how wellness is no longer a luxury add-on but a core expectation, with travelers even willing to pay more for premium in-room fitness experiences. From Peloton-equipped guest rooms to innovative “Peloton Spaces,” the discussion uncovers how hotels can drive ROI while enhancing the guest experience. The conversation also looks ahead at the future of wellness in hospitality, including the rise of healthspan-focused travel and integrated fitness ecosystems. Along the way, the hosts and guest share entertaining travel stories—from cliff climbing in Thailand to sand dune surfing in Australia—adding a personal and relatable touch to the episode. Show Notes Key Topics The growing importance of wellness in hospitality Peloton’s role in transforming hotel fitness experiences In-room fitness as a revenue-driving amenity Guest demand for privacy, convenience, and routine The concept of “healthspan” and long-term wellness trends Future innovations in hospitality wellness spaces Key Takeaways 1. Wellness is now a guest expectation Travelers increasingly expect access to fitness and wellness options as part of their stay—not just as an added perk. 2. In-room fitness drives both satisfaction and revenue Guests are willing to pay up to $40 more per night for in-room Peloton access, creating a win-win for hotels and travelers. 3. Privacy and convenience matter more than ever In-room solutions eliminate barriers like crowded gyms or time constraints—especially for business travelers. 4. “Peloton Spaces” reimagine hotel wellness areas Hotels can transform underutilized spaces into immersive, branded fitness environments without major renovations. 5. Healthspan is shaping the future of travel Guests are shifting from short-term fitness goals to long-term well-being, prioritizing consistent cardio, strength training, and recovery. 6. Integrated wellness experiences are the future From workouts to sleep and meditation content, Peloton is helping hotels create holistic wellness journeys for guests. Featured Guest Courtney Nolan Senior Director of Partnerships, Peloton Memorable Moments Hosts share adventurous travel stories, including cliff climbing and sand dune surfing Discussion on why business travelers prefer in-room workouts Creative and humorous ideas for Peloton expanding into airline seatbacks Resources & Links Learn more about Avendra: www.avendra.com Follow Avendra on LinkedIn: Avendra International About the Show Meet in the Lobby is a podcast where hospitality meets innovation, bringing together industry leaders to discuss trends shaping the future of travel and guest experience

How Peloton is Powering Hospitality’s Future Pt 1

How Peloton Is Powering Hospitality’s Future Wellness has moved far beyond the status of a luxury amenity. In hospitality, it is becoming a business imperative. As consumer expectations shift and the global wellness economy continues to expand, operators are being pushed to rethink how health and well-being show up across the guest experience. According to Courtney Nolan, Senior Director of Partnerships for Peloton for Business, wellness real estate is projected to reach $1.1 trillion by 2029. That scale signals a larger industry shift: wellness is now influencing not just travel decisions, but also how hotels, resorts, and mixed-use spaces are designed, built, and marketed. To remain competitive, hospitality leaders need to think about wellness across three strategic areas. The first is planning and construction, where spaces are intentionally designed to support physical and mental well-being. The second is amenities, including in-room fitness equipment, recovery tools, and elevated offerings like spa minibars. The third is programming, where curated wellness experiences encourage guests to book more often, stay longer, and engage more deeply with a property. What makes this trend especially important is the breadth of consumer demand. Peloton’s research of more than 3,000 active travelers suggests that wellness is no longer reserved for a niche group of highly committed users. Today’s travelers increasingly want hotels that help them maintain the routines they value at home, whether that means better-for-you food options, cleaner ingredients, or convenient, high-quality fitness experiences. That demand is also reshaping the economics of hospitality. As Dorian Murphy and Melissa McCormack note, wellness is taking a more central role in luxury travel. Bringing fitness and recovery directly into guest rooms and suites not only aligns with traveler expectations, but also creates opportunities for premium room categories and stronger margins. As Nolan puts it, “Wellness real estate is projected to reach 1.1 trillion—that’s with a ‘t’—by 2029... Hospitality operators really need to meet these people where they are.” McCormack reinforces the point clearly: “Wellness isn’t just a perk. It’s becoming a core part of the guest experience.” And Murphy frames the industry shift in simple terms: “This is no longer a nice-to-have. This is an imperative.” The takeaway is clear: hospitality is moving toward a future where wellness is woven into every touchpoint of the guest journey. For modern travelers, maintaining a wellness routine is not optional. Operators that embrace that reality stand to gain loyalty, differentiation, and revenue. Those that ignore it risk falling behind.