People ask me all the time: How did you get into hotel ownership? They’re usually surprised when I tell them I started my career as a front desk agent. But the real turning point wasn’t checking guests in or learning how to handle late-night complaints—it was getting involved in professional organizations like the American Hotel & Lodging Association (AHLA) through their Gateway program, which was created for professionals under 30.
That’s where I first met hotel owners face-to-face. Talking with them changed everything. It was my introduction to a world I didn’t even know existed—a world beyond day-to-day operations, where owning and controlling assets was possible.
But here’s the thing: there’s no clearly defined path from working in hotel operations to becoming a hotel owner. Many people start in hospitality as housekeepers, front desk agents or managers and spend years honing their skills in guest service, revenue management and team leadership. But very few make the leap to ownership. Why? Because unlike other industries, the hotel world doesn’t outline a path to help talented employees move from operations to ownership.
I always think about how McDonald’s has a clear roadmap: when you walk into any location, there’s usually a sign explaining how crew members can work their way up to become managers, franchisees and ultimately owners. There’s a culture of ownership being attainable if you learn the system, follow the steps and prove yourself. That type of progression simply doesn’t exist in the hotel industry—and that needs to change.
Why Professional Organizations Matter
When I joined AHLA’s Gateway program, I was exposed to opportunities and people who were far outside the bubble of daily hotel operations. These were owners, developers and investors who thought in terms of millions of dollars and dozens of properties, not just occupancy rates or guest scores.
Through networking events, leadership training and mentorship opportunities, I learned the language of ownership: understanding pro formas, negotiating franchise agreements, working with lenders and evaluating markets. It was a completely different world from the one I knew behind the front desk, and it set me on the path to eventually buying my first hotel.
If you want to move from operations to ownership, professional organizations are one of the best ways to start. They give you access to:
- Networks of owners and investors, who can offer advice or become future partners.
- Educational resources, like webinars and seminars on financing, deal structuring, and legal considerations.
- Industry updates, helping you spot market opportunities and trends before the general public.
Organizations like AHLA, the National Association of Black Hotel Owners, Operators, and Developers (NABHOOD), and the Latino Hotel Association can provide invaluable connections and insights.
Why Conferences Can Accelerate Your Journey
Another key turning point for me was attending major hotel investment conferences. Unlike many general hospitality events focused on guest experience or operations, investment conferences attract owners, developers, brands and lenders.
For first-time buyers, conferences like the NYU International Hospitality Industry Investment Conference, ALIS (Americas Lodging Investment Summit) and Hunter Hotel Investment Conference are gold mines. At these events, you can:
- Meet brokers who know which hotels are coming to market.
- Build relationships with lenders who specialize in hotel financing.
- Hear from experienced owners about what it really takes to close deals.
Even if you feel intimidated the first time you attend, showing up is the first step toward making yourself known in the ownership world.
The Gap in the Industry
Despite these opportunities, there’s a glaring problem: the hotel industry lacks a formal pathway for frontline workers or managers to become owners. There’s no universal curriculum or program designed to teach promising employees how to move from running a hotel to owning one.
Compare that with franchising in other industries, like fast food, where clear steps are often laid out: complete training, meet financial requirements, operate a location successfully and qualify to buy your own. The hotel sector expects potential owners to figure it out on their own—and that leaves out countless talented professionals who could succeed if given guidance.
This gap is even more evident for women and people of color, who are disproportionately represented in frontline and mid-management positions but remain drastically underrepresented in ownership. The industry’s failure to provide a roadmap locks out diversity of thought, innovation and opportunity.
What Can Be Done?
To build a more inclusive and dynamic hotel industry, we need to create a clear, scalable pathway from operations to ownership. That means:
- Education programs tailored for aspiring owners, focused on topics like financing, franchising, and deal analysis.
- Scholarships and grants to attend investment conferences and professional development programs.
- Mentorship opportunities pairing experienced owners with rising stars in operations.
- Brand-supported initiatives, where major hotel chains actively identify and train future owners from within their own ranks.
Imagine if every major hotel company committed to creating an internal “ownership track” for employees with potential. We’d see more creative ideas, more passionate owners and a stronger, more resilient industry.
My Message to Aspiring Owners
If you’re working in a hotel today—whether as a front desk agent, housekeeper or manager—know this: you can move from operations to ownership. You don’t need to wait for someone to hand you a roadmap. Start building your own by:
- Joining professional organizations.
- Attending investment conferences.
- Seeking out mentors.
- Learning the business side of hotels, not just the service side.
- Saving aggressively and building your credit so you’re ready when an opportunity comes.
And when you do take the leap, remember that your experience on the front lines will be your biggest asset. You already know what guests expect, how to motivate a team and what makes a hotel successful day-to-day—skills that many investors never master.
Bottom line
My journey from the front desk to hotel ownership wasn’t linear and it certainly wasn’t easy. But by immersing myself in professional organizations and industry events, I found the people and knowledge I needed to take the next step. Now, I’m committed to helping others find their own path—and working to make sure the hotel industry creates clearer, more inclusive pathways so the next generation of owners looks different than the last.
This article was originally published in the September edition of Hotel Management magazine. Subscribe here.