Jacob Fruth, managing principal, Aintree Hospitality, draws on his family roots and professional experience to operate his FF&E and OS&E procurement firm. In this Q&A with Hotel Business, he reflects on launching the company, building the right team and lessons learned from overseeing more than $1 billion in hospitality projects in his career.
—Gregg Wallis
What first drew you to the hospitality sector?
I was born into it. My father worked in hospitality for years. Growing up, it was just part of our everyday life. He had this knack for noticing the little things—casegoods, mattresses and bath amenities in hotel rooms, and the dishes and flatware in restaurants. My brother Chris [who serves as principal of Aintree Hospitality]and I still laugh about those school career days when my father would hand out sample bath amenities to our classmates. They thought it was the coolest thing.
I didn’t jump straight into hospitality, though. I spent some time in another field before circling back. My father started a project procurement company after years in corporate business, and when I was looking for a change, he brought me on board. The three of us—my father, my brother and I—rolled up our sleeves and built that business from the ground up. After my father retired, my brother and I sold it off, and it’s changed hands a couple times since.
Why did you decide to launch the company, and why did you choose the name Aintree?
My brother and I wanted to build something that felt right—something that put people first. Not just numbers or busywork, but real relationships and results. We figured the best way to do that was to start fresh, hire folks who shared our values and get to work.
We named the company Aintree after the neighborhood we grew up in. It’s a nod to our roots and the lessons we learned from family and friends—hard work, sticking with it and leaning on your community. A bunch of those people from the neighborhood still influence us today, so it just seemed right.
What are your responsibilities as managing principal?
Simply put, I am responsible for the overall success of the company. Day to day, I’m handling client relationships, managing our team, keeping an eye on the finances and making sure operations run smooth.
At Aintree, we specialize in FF&E and OS&E procurement—basically, we help hotels get the stuff they need to open or spruce up. We act as an owner’s agent, giving organization and coordination to the procurement process. We focus on reliable suppliers that offer quality product at reasonable prices. We aim to make it a success by delivering product on time. At the end of the day, the client wants heads in beds.
What has been the biggest challenge you have faced since launching the company?
Earlier this year, we hit our one-year mark, which is a big deal. I’m sure there will be bigger bumps down the road but, so far, the toughest part was finding the right people. We needed folks with know-how, grit and a willingness to go the extra mile. Took a little time, but we found them—and they’ve been fantastic.
Looking ahead, what are your goals for your company over the next few years?
We’re always looking to do better by our clients, plain and simple. That means we are investing in good people, solid training and technology that helps us work smarter. Since times are a bit uncertain, it’s more important than ever to form new partnerships and stay open to fresh ways of getting things done.
You have overseen a diverse range of projects cumulatively valued at more than $1 billion in capital improvements throughout your career. What have those projects taught you about effective project execution?
I’ve learned that three things make a project a success. First, know your client. Every owner’s got different goals—some just want to meet brand standards, others want to raise the bar. But all of them want good value. Second, you need solid systems. A clear workflow and good software keep things in order. Third, communicate. The more frequent and accurate the information you provide, the better the team can react. If product’s early, great—let’s get started. If there’s a new tariff, let’s evaluate options. If all’s quiet, just keep moving forward.
Have you had a mentor in your career? Have you been a mentor to anyone?
I’ve been lucky to work with some great folks over the years. Some gave advice straight up, others taught me by example. Here’s what stuck: Get it done on time and on budget; be helpful and responsive—it matters; problems will pop up, and you might catch the blame, but all is forgiven with a solution; and don’t burn bridges.
I’d like to think I’ve passed something on. Our team has learned a lot—what to do, and probably a few things not to do, too.
What is one piece of advice you would give to someone considering a career in your line of business?
Don’t take yourself too seriously. Say yes when someone asks for help. If you don’t know the answer, go find it.
