If her career had taken the intended path, she may be Dr. Barbara Purvis, but the hospitality industry took hold and she has climbed up the ladder to become president of Essex Hotel Management, which operates 15 properties in four Eastern states. She connected with Hotel Business to discuss her career and the company she has served for more than 30 years.
—Adam Perkowsky
Where did your passion for hospitality come from?
My route was less direct than many. My original career track was pre-med, but I got my MBA instead, and my first job was as an analyst with a very small investment company in Rochester, NY. That company was a predecessor of Essex, which, when it expanded its real estate holdings to include hotels, I started spending a lot of time evaluating opportunities. The rest is history, and hotels have been in my blood ever since. It is an industry that, once it grabs you, it’s like a chokehold. As an analytical person, I was first drawn to all the data and the many moving pieces. Over time, I loved the connection with people, the ability to make a difference and the opportunity to drive value.
What was your first job in the industry? What did it teach you?
I was introduced to the industry in the early 1990s when an Essex affiliate diversified its real estate holdings to include hotels, so I first learned about hotels from an investment perspective. I quickly appreciated the nuances and jolts an operating business brings to a real estate evaluation model. I also learned how to recognize opportunities and how critical it is to manage the downside.
Can you detail your journey as a female leader in the industry?
I’ve had the advantage of being part of a smaller company throughout my business career, giving me the invaluable opportunity to get involved in all facets of the business. While often the only woman in the room, I rarely felt slighted; if anything, it offered more opportunities. My responsibilities grew quickly, and my roles expanded as a senior-level executive in hotel and real estate development, acquisitions, financing and operations, including CFO and COO. In running our business like a small company, no role is too lofty to address minor tasks. I’ve done everything from acquiring new business to hanging artwork and cleaning toilets. Titles don’t mean much at Essex when there’s work to be done.
How has your previous job experience prepared you to be the leader you are today?
Humility is a great teacher. I’ve been in this business for more than 30 years and through multiple cycles. Along the way, I’ve made good decisions and some I’d do differently, but I’ve learned that maintaining a focus on relationships and integrity creates an environment of trust and collaboration for talented team members to drive the needle.
What are your responsibilities in your current role at Essex Hotel Management?
I currently lead the business development effort. I develop partnerships and strategic alliances, find acquisition and development opportunities, pursue third-party management contracts and cultivate industry relationships. But like every leader, I’m also responsible for driving the bus and making sure we have the right people in the right seats all moving in the same direction.
There seems to be a lot of balls in the air for your company. Can you tell us about the new properties added to the portfolio and what’s in the pipeline?
Over the past year, we’ve added three hotels to the portfolio, the Crowne Plaza Resort Lake Placid and the Microtel Inn & Suites Plattsburgh (both in New York), and just last month, the TownePlace Suites Fort Myers Estero in Florida, so we’re up to 15 hotels and around 1,700 rooms. We’re working on several new opportunities, including pure management plays and acquisition and development projects, and we also have several renovations/PIPs either underway or being teed up to start in the next 12 months.
What is the company culture at Essex Hotel Management?
Essex is very centered on our team members. We’re focused on their physical, mental and emotional well-being and on keeping them engaged. We strive for a positive, encouraging environment based on trust and integrity and not taking ourselves too seriously. We are solution driven and try to stay focused on resolutions. We empower our team members to make decisions toward a common goal and to find solutions that resolve issues quickly. These practices lead to higher customer satisfaction and ultimately drive the value of our hotels.
Your hotels are located on the East Coast. Are there any plans to expand into other locales?
Don’t tempt me! I’m from the West and have half-joked about opening the Western office for years, and while it’s never off the table, for now, our efforts are concentrated in the East—and there’s more than enough geography to keep us busy.
What advice do you have for aspiring female leaders?
First, I think it’s a great time to be a woman in this industry. There’s a lot of focus on developing women leaders, which is opening more doors. But beyond that, women are well suited to navigate this uncertain and rapidly changing world. We have strong relational, communication and critical thinking skills, and that, combined with our good gut instincts, should position us to better navigate all the ambiguity and complexity ahead. My advice is to get out of your comfort zone, ask for more assignments, demand more responsibilities, be prepared to work, speak up, listen and learn.
