Management training programs are a pathway to leadership roles in hospitality—just ask Duane Schroder, who was recently elevated to chief growth officer of Waterford Hotel Group.
Hotel Business caught up with Schroder to discuss his early career, his new role and his company’s growth plan.
—Adam Perkowsky
Where did your passion for hospitality come from?
My passion for hospitality wasn’t immediate. Much to my mother’s dismay, I struggled to define what my career path would look like after graduating high school. The idea of committing to a single job felt daunting. I considered various options, from accounting to piloting.
Then, at a career fair, I spoke with a representative from a hotel school. The hospitality industry, while focused, presented a diverse range of career paths and opportunities to gain experience. Engaging in several practical experiences within the field solidified my interest.
Interestingly, I later discovered that my grandparents had owned a small hotel. It seems hospitality has always been a part of my family history waiting to be rediscovered.
What was your first job in the industry? What did it teach you?
My journey in hospitality began with a requirement of 500 service hours to qualify for my chosen school in South Africa. My first role was in the kitchen of an airline catering organization, specifically catering to business-class cabins. This was a large-scale operation that exposed me to a diverse team.
One of my most valuable lessons came from a chef I worked closely with. He was quick to identify my errors, which was initially challenging. However, he always followed up by guiding me through the corrections, ensuring I learned from my mistakes. This experience instilled in me the understanding that errors are an inevitable part of life and growth, both personally and professionally. Furthermore, it highlighted the importance of a supportive leader who guides individuals through their challenges rather than simply reprimanding them.
You joined Waterford through the company’s International Training Program. How important was the program to your career advancement?
Securing an internship with Waterford Hotel Group was a pivotal moment in my career trajectory. The program provided invaluable exposure to various departments within the hotel, fostering a foundational skill set. A particularly impactful experience was leading the housekeeping department. This department comprises a crucial and tightly knit team that requires strong leadership, effective communication and the ability to build trust and respect within the team. Successfully navigating this role provided a strong foundation for my subsequent career advancements.
What are your responsibilities as chief growth officer?
As chief growth officer, I am responsible for driving organizational growth. I lead a team of three in cultivating and expanding relationships with existing and prospective capital partners. We are actively pursuing new opportunities by proactively engaging with a diverse range of potential partners, ensuring Waterford Hotel Group is considered a preferred partner for their hotel-related ventures.
What are some of the latest developments at Waterford? Did any properties join the portfolio recently?
Our most recent addition to the portfolio was the Killington Mountain Lodge, a Tapestry Collection by Hilton property. We are incredibly excited about the future of Waterford Hotel Group. With a renewed focus on development and a robust pipeline of exciting opportunities, we believe we are poised for a year of significant growth in 2025. We are currently engaged in promising discussions with several potential partners across a variety of dynamic markets. These new ventures will not only expand our portfolio but also solidify Waterford Hotel Group’s position as a leading player in the hospitality industry, enabling us to continue delivering exceptional guest experiences and exceeding the expectations of our valued partners.
What’s in the Waterford pipeline?
We are currently pursuing several exciting opportunities that are not yet ready to be publicly disclosed. As previously mentioned, we are highly optimistic about 2025 and believe it will be a breakout year for our company. As we approach our 40th anniversary in 2026, we will leverage this momentum to drive significant change and improvement across all aspects of our business.
What is your company’s growth plan?
Waterford is strategically focused on expanding our managed portfolio to approximately 50 hotels. Our primary focus remains on acquiring and managing extended-stay and select-service hotels, segments where we possess a proven track record of success. This growth will be achieved through a multi-pronged approach: identifying and partnering with capital sources seeking investment opportunities within these segments; pursuing management contracts with owners seeking to enhance the performance of their existing assets; and implementing our fundamental operational strategies to drive superior returns for our owners.
A crucial aspect of our long-term strategy is to maintain an unwavering focus on our owner-centric approach. We are committed to providing comprehensive support to each property within our portfolio, ensuring that we consistently deliver exceptional returns for our owners.
