Articles | HSMAI Americas

Rethinking Revenue Talent: What Today’s Graduates (and Hiring Managers) Still Miss

In a recent discussion of HSMAI’s Revenue Advisory Board, the conversation took a lively turn: are hospitality graduates actually ready for the commercial roles companies need today? And just as important — are we ready for them?

One participant summed it up perfectly: “The problem isn’t the people being hired — it’s the people doing the hiring.”

The Talent Gap Isn’t Where You Think It Is

Everyone agrees that, surprisingly, traditional hospitality degrees don’t deliver the breadth commercial teams need and expect. But the gap isn’t only technical. It’s mindset.

Hiring leaders want:

People who can think, not just operate a system
Curiosity strong enough to pick apart messy problems
Comfort working with ambiguity instead of waiting for perfect data
Analytical thinking from fields far outside hospitality

Ironically, the most traditional candidates — the “lifers” — may struggle the most. Teams are finding huge value in mixing hospitality-trained professionals with data engineering, analytics, and computer science grads who challenge assumptions and rethink long-established approaches.

The Real Bottleneck: Leaders Stuck in an Old Model

Several Advisory Board members noted that the issue isn’t whether graduates can learn the industry.They can. Quickly. The blocker is hiring managers who are still expecting candidates:

To accept “junior” salaries
To have the savvy of 50 years experience
To already have a perfect local-market knowledge

The fix is cultural. Organizations need a reset in how they evaluate potential, how they prioritize skills, and how they train new hires. The industry drags its feet on this — and it’s costing teams great talent.

The Soft Skills That Matter Most (and Rarely Get Taught)

Across every comment, one theme frequently arose: technical skills are teachable; communication is not optional.

Commercial roles require:

Clear, confident communication
Persuasion without ego
The ability to translate analysis into action
Knowing how to adjust tone for every stakeholder — ownership, GM, sales, ops, finance

One speaker called it “storytelling,” and that’s exactly it. If the team can’t sell the strategy internally, it won’t succeed.

There was even an unexpected suggestion: improv comedy. Turns out, improv builds the one thing analysts often lack — the ability to think out loud, stay steady under pressure, and handle impossible questions without freezing. The industry might not be adding improv classes to curriculums anytime soon, but the point landed: commercial teams need practice communicating, not just calculating.

Hospitality Degrees Don’t Have to Be a Limitation

Another important insight was offered: the skills hospitality programs teach are transferable — when reframed correctly. Graduates can succeed in service-driven fields like retail, luxury goods, travel, entertainment, and even specialized areas such as customer experience design.

Perishability — the core concept behind hotels, airlines, and event-based revenue — is its own superpower. Commercial students trained in it often find other industries easier, not harder, to navigate.

How the Industry Can Actually Help

Participants were clear: hospitality programs do better when they have more exposure to real work. Students want:

Real data, not textbook cases
Real challenges from real businesses
Hands-on projects
Applied analytics
Commercial problems with imperfect information

Academic programs struggle to source those projects without industry partners raising their hands.

That’s where our community can have the most impact.

Recommended Team Discussion

These prompts can help internal teams align around what matters most:

What are the actual must-have skills for our early-career commercial roles — and which “requirements” are we ready to eliminate?
How open are our hiring managers to candidates outside hospitality? What would make them more confident?
Which soft skills (communication, persuasion, storytelling) are consistently missing on our team, and how can we develop them intentionally?
Where could automation or self-taught skills matter more than formal degrees in our hiring decisions?
What real-world projects could we share with universities so future graduates are more prepared for our environment?

Rising Leaders on the Benefits of Association Membership

Tre Wilke IV, National Sales Manager, Evans Hotels, Rising Sales Leader Council Alumni

This article comes from Rising Sales Leaders Council members comparing notes on association involvement and career momentum. The consensus was that being engaged attracts attention, and this attraction brings opportunities within reach.

For me personally, two years of HSMAI involvement have brought consistent, meaningful benefits. Community showed up first, and in a very real way, access to peers. Rising Leader Council Members spoke often about the value of understanding how other commercial teams think, price, forecast, and advocate internally. That kind of exposure sharpens your judgment, especially when decisions are needed to balance sales urgency with revenue logic. Mentorship that rising leader council members received truly mattered, because it was structured, timebound, action‑oriented, and authentic. Leadership exposure followed naturally once people grew in their confidence and comfortability.

What surprised many participants was how quickly credibility can compound. For most, joining HSMAI often started with a recommendation from a colleague or mentor, followed by uncertainty about what the experience would actually be like. That uncertainty faded fast as in-person meetings and working sessions accelerated trust, making idea sharing easier and outcomes stronger. Several members described discovering their voice by speaking up, asking better questions, and translating shared ideas back to property-level realities.

For many members, growth showed up in tangible ways. There was a stronger sense of self-advocacy, reinforced simply by being around peers doing the same. Commercial thinking expanded beyond job titles, helping people rethink not just their roles, but their long-term paths. It also challenged the idea that growth always means more travel or bigger teams. Sometimes it just means thinking differently and applying that thinking back into your day-to-day.

Looking back, there were a few things members wished they had known earlier.

Orientation matters. Knowing how chapters work, where to plug in locally, and how to find mentors earlier would shorten the learning curve.
Mentorship sprints stood out as underutilized, despite being consistently described as high-impact.
The strongest advice for new members was direct: jump in early, ask questions, and treat participation like a responsibility, not a perk.

Looking ahead, the group focused on how to raise the floor for incoming members. Pairing newer members with experienced ones came up repeatedly, especially around technology changes and evolving commercial practices. Once again, mentorship emerged as the key element that brought everything together. Members encouraged each other to share their experiences openly, at local events and beyond, to widen the pipeline and normalize early engagement.

One line captured the tone of the entire discussion: “You get out what you put in.”

It’s simple, but it’s true. When you take these communities seriously, they have a way of accelerating growth—not just in skill, but in confidence, perspective, and the relationships you carry forward.

Recommended Readings

Recommended Questions for Teams

What motivated you to join HSMAI and the Rising Leaders Council, and how does that compare to the value you have received so far?
In what ways has association involvement helped you grow personally or professionally?
What do you wish you had known at the beginning that could help new members maximize their experience?
How can Rising Leaders better support each other in 2026 and elevate council impact?

What 2026 Is Demanding from Revenue Teams

Derek Boyle, CRME, Sr. Director, Account Management, IDeaS – a SAS Company, Rising Revenue Optimization Leader Council Member

This article comes from a recent discussion of the revenue rising leaders council, where the discussion shifted from forecasting what revenue management might become to operating as if the next phase is already underway.

The conversation centered on execution. AI is no longer emerging and no longer optional, but the group was clear that access alone does not create advantage. Advantage comes from learning faster, applying selectively, and staying focused on outcomes that matter to the business. The group felt that efficiency carried more weight than experimentation, with repeated emphasis on tools that reduce friction, improve forecast accuracy, and ultimately show up in dollars rather than dashboards.

At the same time, restraint was called out as a leadership skill. AI fatigue was acknowledged openly, alongside the reality that technology is not a shortcut to strategy, nor a replacement for judgment, alignment, or clear priorities. One participant summed it up, “I think the reality is that AI is not a band-aid to fix all of our problems.”

The group had examples of how strategic revenue management showed up in practical behaviors, such as cross-training across commercial silos. By sharing systems instead of parallel workflows, you end up with fewer isolated revenue calls and more integrated conversations that include marketing, operations, and leadership with revenue positioned at the center. The role of the revenue leader continues to evolve toward translator, connector, and decision driver. Elevating revenue management now is less about proving its value and more about embedding it into how the business runs.

Recommended Reading

Review takeaways from previous meeting recaps

The Future of Revenue Management Is Strategic Leadership

8 Revenue Management Trends that Define 2025 & Beyond

EHL Insights Hospitality Outlook Report 2026

Questions for Teams

Innovation & Future Focus: What bold ideas or emerging trends could elevate revenue management in 2026? Consider technology, automation, or creative approaches that could reshape how we work—and how we measure success.
Making Collaboration Real: How can we turn the concept of breaking down silos into practical action? What steps or initiatives would make cross-functional alignment a reality next year, and how can we track progress against clear goals?
Defining Success for People & Teams: What would meaningful progress look like for revenue leaders and their teams by the end of 2026? How do we apply what we know to set tangible outcomes and KPIs that demonstrate impact?

Building a Commercial Glossary GMs Will Actually Use

Katie Davin, Associate Professor, Johnson & Wales University, Sales Advisory Board Member

Scott Muety, VP, Revenue & Distribution, Viceroy Hotels, Revenue Optimization Advisory Board Member

General managers and operations leaders are stepping deeper into commercial conversations, but often still don’t speak the language. That gap slows decisions, softens confidence, and keeps too many leaders quiet in rooms where they should be active.

These recommendations come from discussions during the Sales and Revenue Advisory Boards. In both we looked at how a shared glossary could help GMs better navigate conversations with revenue, sales, marketing, distribution, and even owners.

The discussions surfaced what actually helps, including:

Definitions tied to actions

Persona‑specific subsets so ops leaders don’t wade through what they won’t use

Confidence to participate in revenue conversations instead of deferring

Onboarding that includes commercial orientation

The revised version is broader and more actionable, making it much easier to link to, reference, and use.

Some teams are already moving this way offering short commercial primers for new GMs and re‑emphasizing terms in revenue meetings. This glossary is meant to be an aide in these conversations, and a practical tool to support everyday decision-making and cross-team collaboration. By using the glossary, we hope it ensures everyone on your team is speaking the same language and can confidently participate in commercial conversations.

Explore the Glossary

Team Discussion Questions

Which terms in the glossary matter most for our property’s daytoday decisions?
Where do communication breakdowns happen between ops and commercial teams?
How do we make the glossary easy to use, not another PDF lost in someone’s downloads folder?
What personaspecific terms should our team understand to collaborate better?

The Commercial Dilemma: Who Owns Growth When Everything Blends?

Holly Zoba, Owner, Scout Simply / Influencer Sales Training / HotelBSchool.com, Marketing Advisory Board Member

business-people-working-using-technology-connect-with-others

Is There Commercial Alignment?

This article comes from a recent discussion of a marketing advisory board, where the conversation moved quickly from structure to accountability because that is typically where we see things break.

Executive survey data show a sharp disconnect between belief and behavior.

91% of leaders agree strategic alignment matters, while fewer than one in seven believe their organization actually achieves it. Companies that align outperform financially, yet most commercial teams still struggle to decide who owns growth when disciplines blur.

The Promise and the Problem of the Commercial Model

The commercial model promised fewer silos and better decisions. On paper, it works. Sales, marketing, revenue, and technology now share data, dashboards, and meeting time.

However, often ownership did not consolidate at the same pace. While growth became everyone’s job, it became no one’s responsibility. That gap shows up most clearly at the property level, where incentives, reporting lines, and short‑term pressure collide. And that is really where alignment either becomes real, or falls apart.

Is the Real Issue Customer Ownership?

The consensus among the group was that customer ownership remains unresolved.

Marketing often controls demand generation and data.
Sales manage relationships and volume.
Revenue governs price, pattern, and displacement.
Technology feeds them all, then waits for someone to decide what matters.

The result is plenty of information, limited action, and frequent disagreement about what success looks like.

It’s Not a Tools Problem

What also became clear during our conversation was that tools aren’t really the issue. Most organizations have:

Business intelligence platforms
CRM systems
Revenue analytics
Marketing automation

The question raised repeatedly during the discussion was who decides what happens after the data appears. Without clear authority, insight becomes observation instead of action.

Where is the Break in Alignment?

Alignment appears to be working at the higher levels, but it tends to fracture as you move closer to the guest.

Accountability also breaks down through incentives. At higher levels, commercial leaders often share goals tied to top‑line performance, but closer to the property, bonuses and KPIs diverge.

Volume vs. rate
Channel contribution vs. profitability
Brand priorities vs. asset expectations.
Alignment weakens exactly where execution matters most.

Some teams are addressing top line growth through shared goals with different measurements, while others rotate leadership of commercial meetings so each discipline drives discussion and decision‑making. These approaches reduce tunnel vision, but they still rely on leadership clarity to hold.

The Shift in Commercial Leadership

The modern commercial leader does not need mastery of every system. The discussion emphasized respect, humility, and enough cross‑discipline understanding to ask better questions. Commercial leadership now depends less on functional depth and more on the ability to connect decisions to budgets, forecasts, and asset outcomes across the organization.

By the end of our discussion, it was clear that growth ownership does not require more structure, it requires visible accountability, aligned incentives, and permission to prioritize long‑term performance over individual wins.

This role is less about expertise in one lane…
and more about connecting the lanes in a way that drives profit, not just performance.

I look forward to continuing this conversation in June at HSMAI’s Commercial Strategy Conference!

Recommended Reading

What Leaders Get Wrong About Strategic Alignment

Tapping into the full power of CMOs | McKinsey

Avoiding pitfalls in operating model transformation | McKinsey

Commercial Strategy Accelerates | HSMAI Americas

Questions for Teams

If growth is everyone’s job, is it anyone’s responsibility?
Who ultimately owns growth at the property level: GM, commercial leader, brand, asset management?
Where does accountability actually sit today, and is that working?
Are we integrating strategy or just adding more tools?
Who decides what action gets taken from all this information?
Where does commercial tension show up most: sales vs revenue, marketing vs sales, brand vs property, technology vs usability?
Does your organization reward collaboration or performance within a silo?
If incentives changed but structure didn’t, would behavior change?

Evaluating the Impact of Financial Institutions on Distribution

HSMAI Global Distribution Advisory Board*

This article comes from a recent discussion of the HSMAI global distribution advisory board, where the group spent real time on how financial institutions are quietly amassing power and reshaping hotel distribution mechanics. The conversation was about the commercial and operational aspects of partnerships. The takeaway was that these platforms are disruptors. They have the ability to influence demand before the guest ever searches.

The power does not come from a prettier booking path or better rates on the surface. It comes from closed ecosystems, embedded payments, and visibility into customer behavior long before travel intent is declared. Participants described how these partners control the transaction, the currency, the timing of payment, and the incentives layered onto the booking. That combination creates leverage that exceeds traditional OTAs, even when the booking volume still feels manageable.

Several leaders pointed out that many organizations still categorize these relationships incorrectly. When treated as accounts instead of distribution, concessions follow quickly, often without a full understanding of cumulative cost. Benefits stack quietly: rate expectations, credits, rebates tied to consumed revenue, virtual card fees, and loyalty recognition that mirrors internal programs. The same customer appears in multiple places, while teams negotiate as if each instance represents incremental demand.

One quote from the discussion captured how many of us were feeling, “I caution us as hoteliers to really make sure we’re getting our arms around what it costs to partner with them.”

Operational maturity remains uneven among the new partners. The group shared examples of messy onboarding, unclear content workflows, limited connectivity, and contract language tilted heavily toward the financial institution. Progress exists, but training wheels are still visible, especially compared to legacy travel intermediaries who have refined these processes for decades. That gap slows launches and strains already thin distribution resources.

One topic that came up repeatedly was data advantage that the banks have. These platforms see spend patterns daily and can surface travel offers before a guest has articulated intent anywhere else. That pre‑demand visibility was described as the most disruptive element discussed, placing them ahead of search, ahead of traditional intermediaries, and difficult to counter with existing hotel tools.

The conversation closed where it began…with cost transparency. Without a shared, disciplined method for calculating true acquisition cost, decisions default to volume and brand pressure. Several participants noted ongoing work within the industry to build practical calculators and frameworks that reflect real commercial economics, not just headline commissions.

Recommended actions:

Questions for commercial teams

Are these partners being evaluated as distribution, accounts, or something else entirely?
What costs tied to consumed bookings sit outside standard channel reporting today?
How are loyalty benefits, credits, sponsorships and rebates reflected in total acquisition cost calculations?
Where does customer ownership shift when booking behavior is locked inside external ecosystems?

HSMAI’s Global Distribution Advisory Board monitors the landscape of hotel distribution and identifies ways that HSMAI can better serve the discipline.

*Members include:

CHAIR: Sydney Goodwin, Distribution Leader
Renée Brouwer, Director of Distribution, Hyatt
Brij Bhushan Chachra, CRME, Vice President – Sales, Revenue Management and Distribution, Mahindra Holidays & Resorts
Daniel Conti, Sr. Director Distribution Strategy, Hilton
Andrea Daniels, Director, AMER Distribution & Intermediary Strategy, IHG
Beth Delci, Managing Director, Marketing Owner Relations & Strategic Partnerships, BWH Hotels
Greg Duff, Principal and Chair of Hospitality, Travel and Tourism Practice, Foster Garvey PC
Paolo Federico, Senior Vice President, Revenue Management & Distribution, Jumeirah Group
Sarah Fults, Vice President, Distribution, MGM Resorts International
Matthew Guglielmetti, Associate Principal, Travel & Hospitality, ZS
David Henry, SVP Distribution Business & Product Management-Digital, Accor
Michael Hucho, Owner & Founder, michaelhucho.de Management Consultant
Nathan Kellar, Senior Director Distribution US/CAN + Global Wholesale, Marriott International
Alexa Montgomery Krnjaic, Sr Director, Group Distribution Strategy, Choice Hotels International
Lauri Mussa, Corporate Director of Reservations & Distribution, Rosewood Hotels & Resorts
Vikram Pradhan, Senior Vice President, Wyndham Hotels & Resorts
Dave Roberts, Professor, Cornell University

How to Level-Up Your GEO

Published April 15, 2026

Luisa Laurelli, Account Director, Madden Media*, Rising Marketing Leader Council Member

From a recent discussion of HSMAI’s Marketing Rising Leader Council, the message around hotel visibility was unmistakable and urgent. Search behavior is shifting toward conversational queries, AI summaries, and hyper‑local answers that surface immediately. Guests want fast certainty and digital platforms are rewarding clarity over volume.

The conversation reinforced that GEO reframes long‑standing optimization work without discarding it. SEO historically prioritized ranking positions across results pages and keyword performance. GEO prioritizes being selected, cited, and surfaced as the single answer. That shift changes how content must be structured and evaluated. As one rising leader put it, “SEO was meant to rank your content, whereas GEO, it’s about visibility.”

Visibility now depends on whether content mirrors real guest questions and delivers direct responses. AI tools increasingly pull one answer rather than offering multiple options. High‑quality and relevant content still matters, but structure and intent matter more.

Auditing existing content emerged as the most immediate and practical starting point. Inaccurate details, outdated FAQs, and conflicting third‑party information were flagged repeatedly. When AI learns from incorrect data, those errors compound quickly and persist.

Experience, Expertise, Authority, and Trust (EEAT) provided a shared framework for organizing GEO priorities across teams.

Experience is demonstrated through guest reviews, testimonials, and visible feedback.
Expertise comes from credible citations, partnerships, and destination relevance.
Authority is strengthened through clear authorship and human attribution.
Trust is reinforced through privacy policies, contact information, and consistent review responses.

Front desk questions were identified as one of the most overlooked content sources. Guests already explain what they need when they arrive on property. If those answers are missing online, AI will source them elsewhere. FAQs remain one of the most consistently surfaced content formats across search and AI platforms.

Brand structure influences speed, but it does not eliminate opportunity. Independent properties have flexibility, while branded hotels work within defined constraints. Hyper‑local and property‑specific content still performs best in both cases. AI systems prioritize specificity over brand promise language.

The discussion emphasized that progress does not require perfection or reinvention. Teams can start with audits, corrections, and clearer structure. Visibility increasingly favors the most accurate source, not the loudest voice.

Recommended readings

Recommended questions for teams

Has your property or corporate started to follow GEO Guidelines? If yes, what are some of the changes done to your digital presence recently?
In your current role, what part of GEO optimization feels achievable for you, and what feels out of your hands?
If someone asked AI: ‘Why should I stay at your hotel instead of the one next door?’ What answers do you think would immediately pop‑up?
What customer questions do guests ask your front desk most often? And are those answers published online?
Do you feel that your website is capable of being the “true source” for AI answers?

**This article reflects the collective views of the individual HSMAI Rising Leader Council members, and not the views of the author alone or Madden Media.

Can Hotel Marketing Stay Authentic in the AI Era?

Published 4/15/26

Craig Carbonniere Jr., CHDM, AVP Sales – Hospitality, Milestone*, Marketing Advisory Board Member

Hotel marketers are wrestling with a familiar tension: AI makes everything faster, but it also makes everything feel the same. This came up in a recent discussion with HSMAI’s Marketing Advisory Board about how teams can keep a real, human sounding voice even when they rely on tools to produce content.

One participant put it simply: “AI won’t erase your voice, but it will expose if you never had one.”

The Sameness Problem

Recent industry literature cites the concern about AI pushing brands toward a single, indistinguishable tone. If teams feed the same prompts into the same tools, the output becomes predictable and flat. For hotels, losing character is losing value.

How Teams Use AI Now

Most teams rely on generative tools for web copy, social posts, review responses, and similar needs. Where things get messy is ownership. More than one person may be writing for the same property. Add turnover, and it’s easy for the tone to drift.

Keeping Brand Voice Consistent

Participants shared what helps them stay aligned:

Clear brand voice documentation supported by real examples

Guidelines for prompts to feed to AI tools, not just final content

A dedicated reviewer or editor to catch brand tone shifts

Onboarding that actually teaches how the brand sounds

The takeaway: AI isn’t the cause of the inconsistency problem. It magnifies whatever is already happening. Without clear brand guidelines, it’s easy to produce off-brand content, even for humans.

Best Practices for Using Voice With AI

Several challenges and practical solutions were discussed:

Problem: AI tools can lead to content sounding robotic and generic.
Solution: By feeding the AI tool with a well-defined brand voice, real content examples, and target audience data, marketers can ensure AI-generated content stays true to the hotel’s unique brand identity, even at scale.

Problem: AI can create content without context or a clear direction.
Solution: Require writers to paste an approved example before generating new content, ensuring consistency with existing materials.

Problem: AI-generated content may not always match the desired tone or style.
Solution: Let humans set the first lines or outline so that the tool mirrors the existing tone, ensuring a smooth integration with the brand’s voice.

Problem: AI can produce content that lacks polish or nuance.
Solution: Treat AI like a junior writer who always needs editing, allowing human oversight to refine the final output. Keep humans in the loop.

A Simple Process for Hotel Teams

A lightweight process was offered:

Define
Pull brand and tone guidelines, voice and style rules, and samples into one place.

Input
Feed content samples, guidelines, and style rules into the tool before generating.

Generate
Ask the tool for a few variations to avoid relying on a single draft.

Human Edit
A person shapes the final tone and checks accuracy against the guidelines.

I’ll continue this conversation at a session this June during HSMAI’s Commercial Strategy Conference.  

Recommended Reading

AI is creating a crisis of business sameness (Fast Company)

Questions to Take Back to Your Team

How many people on your team are using generative tools for marketing content?

If multiple people manage one property account, how do you maintain tone alignment?

How do you train new marketing talent to adopt your voice?

What brand‑voice rules or samples do you provide to AI before generating content?

What steps in your workflow ensure a human gives the final approval?

*This article reflects the collective views of the individual HSMAI Advisory Board members, and not the views of the author alone or Milestone.

5 of This Year’s Top 25 Profiles

Published on April 2, 2026

This year’s Top 25 were recognized in NYC last month for leadership, innovation, and measurable commercial impact. As HSMAI CEO Brian Hicks said, “Their success stories showcase the importance of cultivating commercial talent and reflect the very best of hospitality’s ability to adapt, evolve, and thrive.”

We’ll be profiling the full Top 25 over the next month — here are the next five.

Abhijit Patel, Vice President, Revenue Management, Distribution & Commercial Strategy — Choice Hotels International

Abhijit Patel is a senior commercial strategist who leads enterprise‑wide revenue, distribution, and commercial initiatives for Choice Hotels International. With more than a decade at Choice and prior experience spanning hospitality, consumer packaged goods, and financial services, he blends commercial rigor with deep martech expertise. Abhijit led the successful effort to secure Choice Hotels International’s AAA preferred partnership, and colleagues admire his sharp strategic mind, self‑awareness as a leader, and commitment to continual growth.

Amanda Moore, Vice President, Digital Strategy & Innovation — Preferred Travel Group

Amanda Moore is a globally experienced marketing executive who has spent more than 15 years driving digital transformation, loyalty, and customer engagement for some of hospitality’s most recognized brands. At Preferred Travel Group, she revitalized the organization’s digital ecosystem — modernizing brand.com, email, content, and media — and elevating the company’s digital marketing capabilities. Known for blending storytelling, data‑driven strategy, and emerging platforms, Amanda is a transformation leader who instills confidence and expands what others believe is possible. She is inspired by her daughter’s curiosity, which fuels her own sense of possibility and purpose.

Leslie Kaminski, Vice President, Global Sales — CoralTree Hospitality

Leslie Kaminski is a senior global sales leader who oversees global sales strategy for CoralTree’s portfolio of distinctive hotels and resorts across luxury, leisure, meetings, and lifestyle segments. With more than 25 years across luxury, entertainment, events, and lifestyle sales, she is known for building high‑impact sales organizations that drive strong commercial performance. Leslie treats relationships as a true competitive advantage, pairing entrepreneurial drive with a storyteller’s instinct — turning loyalty into long‑term growth.

John Jimenez, Vice President, E‑Commerce & Revenue — Noble Investment Group

John Jimenez is a digital commerce and revenue executive leading enterprise‑wide eCommerce, digital marketing, and revenue optimization at Noble Investment Group. With more than 15 years of experience, he has built scalable digital commerce platforms, advanced data‑driven marketing, and integrated emerging technologies — including AI — into hotel commercial workflows. John reshaped Noble’s commercial engine through human‑centered AI automation and advanced analytics, and he is deeply committed to mentoring future leaders through university partnerships and development programs. He believes learning drives understanding — and understanding enables transformation.

Amy Huff, Vice President of Sales — The Cosmopolitan of Las Vegas (MGM Resorts International)

Amy Huff is a senior sales executive known for driving strategic sales performance at The Cosmopolitan of Las Vegas, one of the Strip’s most iconic luxury lifestyle resorts. With more than two decades in Las Vegas hospitality, she has built a distinguished career leading high‑performing teams, driving revenue growth, and setting the standard for luxury group experiences. Amy is known for culture‑first leadership that inspires courage, creativity, and compassion — especially during times of change.

Advice to younger self: Trust the process and savor the journey. Don’t rush the hard days — they teach you the most. Celebrate wins, laugh through challenges, and never underestimate the power of relationships.
What keeps you inspired: Seeing young professionals realize their strength. Supporting their growth reminds her that leadership is ultimately about empowering others to succeed.

▶︎ Read the first five

▶︎ Read the next five

▶︎ Read the full list of Top 25 honorees

Five Takeaways from Rising Leaders on Turnover

Published on April 2, 2026

Jillian Zemba, Cater and Service Manager at Desert Hospitality Management, Rising Sales Leader Council

I have been in hospitality for ten years, working everything from front desk and housekeeping to sales. While my roles have changes, one constant has been staff turnover. It is visible in every department, yet it often feels like a topic people don’t want to discuss openly. That is why I wanted to bring it forward. My goal was to have an honest conversation about why turnover continues to be such a challenge and what practical steps we can take as leaders to make it better.

The Demands of a 24/7 Industry

Hotels never close, and managers are often pulled in at all hours. That pace takes a toll and makes retention difficult without strong systems to support balance and recovery.

Training for All, Not Just New Hires

Turnover isn’t only about onboarding. Seasoned employees need development too, and when they are overlooked, it sends a message that their growth is no longer a priority. Ongoing training helps everyone feel valued and keeps skills sharp.

Recognition That Connects to Results

Small acts of recognition matter. Sharing client feedback, thanking housekeeping after a major booking, or explaining how a comp leads to new business connects daily work to outcomes. When people see their impact, pride grows and turnover falls.

Incentives That Balance Collaboration and Accountability

Compensation structures shape culture. Individual goals can push results, while team incentives foster cooperation. A blend of both, along with creative bonuses tied to hiring or retention, helps balance performance with teamwork.

Clear Paths for Growth

Employees stay when they see a future for themselves. Succession planning, cross-training, and opportunities to stretch into new roles all show that advancement is possible without leaving the company.

For me, the strongest lesson is that turnover will not solve itself. Leadership plays the central role. When we provide support in a demanding industry, offer consistent training, recognize contributions, structure fair incentives, and make career growth visible, we give people reasons to stay.

Read More

Questions to Take Back to Your Team

Is poor training the main driver of turnover at our hotel?
What other factors on our property contribute to turnover?
Would succession planning, bonus structures, business transparency, and steady training help us keep people?