Have you always been interested in the hotel industry? What piqued your interest?
I really fell into the industry right after college. A GM from Marriott saw something in me and asked to meet and discuss potential opportunities with Marriott International. At the time, I had already accepted a completely different consulting role and was waiting to start, but after a few meetings at the Bethesda, MD, headquarters, I had the chance to join the Residence Inn brand at the ground level. That brand still holds a special place in my heart. The training, mentorship and opportunity for growth with Marriott were truly pivotal in shaping my career.
What was your first job in the industry? What did it teach you?
My first official role was as a sales manager at the Residence Inn in Montgomery, AL, though I’d had a few front desk jobs during high school in Raleigh, NC. That sales role was all about proactive selling—cold calls, handwritten call reports; at the time, there were no internet or CRM tools. It was truly the old-school way of doing things. You had to hustle, find creative ways to get in the door, connect with decision-makers and win business. It taught me persistence, creativity and the value of personal connection in sales.
Have you had any industry mentors? What did they teach you?
I’ve been incredibly fortunate to have several impactful mentors, but Greg Presley was one of my first. He taught me the value of grassroots selling and encouraged me to think creatively and take smart risks. Brian King, who leads the Caribbean & Latin America (CALA) for Marriott, and I worked side by side managing 100 Residence Inns out of the Dallas regional office. His marketing insight and drive had a lasting impact on me, and we still talk regularly and work together in CALA today. Ron Paynter, a standout GM in Marriott’s full-service space, reminded me that the human element comes before business, which was especially meaningful during the time my mother passed. Finally, Brad Rahinsky and Fred Cerrone gave me the chance to lead development at Hotel Equities nearly 12 years ago. From day one, they treated me like a partner, supported my leadership style and gave me room to grow.
What has the transition to vice chairman been like for you? What are your new responsibilities?
The transition to vice chairman has been both energizing and deeply rewarding. After more than a decade leading development, stepping into this role has allowed me to take a more strategic, high-level view of our business. I’m now focused on fostering relationships with key ownership groups, capital partners and industry stakeholders, while continuing to support our overall growth strategy.
Your company recently merged with Springboard Hospitality. What does it mean for Hotel Equities?
The merger with Springboard came from a shared vision and complementary strengths. We’d been aware of each other for a long time. While we had different geographic footprints and segment expertise, we shared similar cultures and values. By combining Springboard’s West Coast talent and expertise in lifestyle and independent hotels with our operational depth and broader geographic reach, we’ve built a more diverse and capable company. It also creates new opportunities for our owners, from enhanced systems and resources to expanded distribution and stronger access to capital. Springboard CEO Ben Rafter [who is now CEO of Hotel Equities]is a tremendous leader, and both Brad and I felt like this partnership was a win-win from day one.
What else is new at Hotel Equities?
We’re excited about the incredible talent joining our team, a strong pipeline of development deals and new services we’re rolling out. Our blend of scale, performance and culture continues to resonate. What hasn’t changed is our people-first mindset. Whether it’s our team members, guests, owners or brand partners, we continue to prioritize relationships. We’re focused on growing in the lifestyle space, expanding outdoor hospitality and continuing strong momentum in CALA. Our efforts around vertical integration and alignment with institutional partners are also a major part of our strategy.
Hotel Equities recently entered the outdoor hospitality space. What played into the decision to enter that market?
We spent about 18 months studying the outdoor hospitality space, looking closely at the labor model, branding and ideal locations. Eventually, we partnered with Starwood Capital to manage 30 Getaway-branded units and support their integration into Marriott’s Postcard Cabins brand. We see strong growth in this space over the next few years.
What do you like to do in your spare time?
This past year, I’ve been mentoring college seniors at N.C. State through the James Buzzard Leadership Development Program. It’s been incredibly rewarding, and I plan to continue doing it every year. Personally, my wife and I recently relocated full-time to Hilton Head Island, and we’re looking forward to having our kids spend more time with us here.
