Conner White was unexpectedly thrust into the C-suite of White Lodging as vice chair/chief investment officer following the death of his father, Bruce, in 2023. Hotel Business caught up with White to discuss his early years, his current position and the future of White Lodging.
—Adam Perkowsky
What was it like growing up in the White family?
Even before I started working in the business, I was always immersed in it because it was such a foundational part of my dad’s life. From a young age, I was always walking the back of house with my dad, talking with the banquet cooks and dishwashers. On our family vacations, we would tour the best hotels in the city so my dad could take notes of what he could apply to the next White Lodging property.
The opportunity to work in the business from such a young age was one of the greatest privileges of the family-owned business. My siblings and I grew up working in housekeeping or F&B every summer from grade school through high school. I started to develop an understanding of the magic of a hotel when done right, and the shortcomings when done wrong.
When did you realize you wanted to join the company?
White Lodging was never meant to be a family business. In fact, my parents told us throughout our childhood that it would be sold when we got older and that there were no long-term roles for any of us. Around 2018, they approached my siblings and me and asked if there was any interest in making White Lodging a multigenerational family enterprise. All three of us shared a passion for the industry and envisioned pursuing a hospitality career outside of White Lodging, so we were all supportive.
The real impetus for my joining the business in a full-on leadership capacity was my father’s cancer diagnosis. He built something that does so much for so many people, and I was incredibly motivated to continue his vision rather than sell it for parts.
What was the best piece of advice you received from your father?
I can think of about 20 pieces of advice that I still think about every day, so I’ll choose one that feels especially relevant today: It’s all about the people. My dad was steadfast in his belief that people matter most, whether they are guests, associates or partners.
A great example is one that I saw firsthand. My dad knew a pain point for associate satisfaction was scheduling and not knowing their schedules far enough in advance to plan their lives. Every leader said it was impossible due to the variability in our business. He reached a point where he said, ‘I don’t believe that’s true,’ and mandated that all associates receive their schedules two weeks in advance. He measured it and held leaders accountable.
Can you tell us about recent properties that have joined your portfolio?
On the third-party management side, we added The Shepherd on Clemson’s campus in 2025. It is a purpose-driven hotel where around 30% of the staff are ClemsonLIFE students with intellectual disabilities. We expect to add a few new third-party agreements each year.
On the acquisition front, we are focused on assets where we can add long-term value. For example, we just closed on the Sheraton Raleigh Hotel, a 353-room property downtown, near the convention center. We are planning a comprehensive transformation of the property and its amenities, including a brand evolution from a Sheraton to a Westin. We expect to start the transformation in early 2027.
We are also continuing to develop hotels from the ground up. In Austin, we’ll open the new Hotel Trinity, Autograph Collection, before the end of the year. It’s a 258-room luxury boutique hotel featuring a guest-only rooftop pool, world-class hospitality amenities with residential appointments and a high-end seafood restaurant.
In Charlotte, we are finalizing plans for a new-build lifestyle hotel in the city’s booming South End neighborhood. Construction on this project could begin later this year. We also purchased some great dirt in the Fort Worth Stockyards and are working on an exciting project in what we believe is the epicenter for Western Heritage in the U.S.
What is White Lodging’s growth plan?
Our growth plan is centered on quality. Across all three growth levers—development, acquisition and third-party management—we’re focused on being intentional. In third-party management specifically, that means partnering with owners who prioritize long-term value; complexity done well; strong food and beverage; intricate revenue generation for both rooms and meeting space; and experiential hospitality that creates real guest preference. Our goal will never be to be the biggest. We’re focused on being the best.
What do you like to do in your free time?
My free time is mostly devoted to being a dad to two girls and watching them grow. I’m also a die-hard Denver Nuggets fan, so I try to watch the indisputably greatest player in the world, Nikola Jokić, any chance I get. I also love to play basketball. When I travel internationally, I make a point of hunting down local courts. It takes you off the beaten path, and playing pick-up with the locals gives you a feel for a city you can’t otherwise get.
My job is also my hobby, so I enjoy experiencing the best hotels and restaurants while on the road. I’m also lucky enough to live in one of the world’s great F&B cities, Chicago, so my wife and I never run out of incredible spots to visit locally.
