There aren’t many hoteliers who have worked at a seasonal hotel in Greece as a youngster, speak five languages and left a company after 35 years to start their own hospitality management firm. Kostas Kalogeropolous checks all those boxes. The cofounder/CEO, TKo Hospitality, connected with Hotel Business to talk about his life and his company.
—Adam Perkowsky
You were born in Greece and worked in your family’s hotel business. Can you tell us about that?
My stepfather owned a well-known taverna on the waterfront in Athens, as well as a seasonal hotel near Marathon. I worked there during school breaks, and it’s where I learned the value of hard work. Hearing guests return and praise our service gave me a deep sense of pride and accomplishment. That’s when I knew my future had to be in hospitality.
What was your first job in the industry?
After completing my military service in the Greek Air Force, I moved to Rotterdam in The Netherlands. My first job was at the Rotterdam Hilton in the stewarding department—starting as a dishwasher. I eventually rotated through all of the kitchen stations, then transitioned to front-office operations, rising all the way up the ladder to front-office manager, and later into sales and hotel management.
You have been a mentor for many people, but have you had mentors throughout your career? What did they teach you?
One of the most influential mentors I had was Rudy Bausch, sales director at the Rotterdam Hilton. He took me under his wing and shaped me into a strong sales and marketing professional. Thanks to his mentorship, I eventually became a regional sales director overseeing multiple hotels across Europe. Working in so many different countries also gave me the opportunity to learn three additional languages beyond Greek and English.
Your career includes stints with Hilton and Meyer Jabara Hotels. How did your time with those companies prepare you to be the leader you are today?
I was fortunate to experience the different philosophies of hospitality between Europe and the U.S. In Europe, especially in those early days, the guest experience was everything. In the U.S., while guest satisfaction has remained important, I also had to learn a new priority—managing the profit and loss (PnL) statement. It took time to balance the desire to give guests everything with the need to maintain strong financials to make that possible.
You left Meyer Jabara Hotels after 35 years to create TKo Hospitality. What was the experience like to form your own management company?
Meyer Jabara was like family to me, but I reached a point where I felt ready to write my own story. Starting TKo Hospitality taught me what it means to take full ownership of both success and failure. I also learned that you can’t do it alone—you need great partners. I was fortunate to find that in Thom Harvey and Vince DiFonzo. Together, we’ve built something very special. I could not have done it without them.
How many hotels does TKo manage, and where are the properties located?
We currently operate 22 properties, including two golf courses, throughout the mid-Atlantic region of the U.S. We have five additional hotels under contract and three more in the pipeline. Our portfolio includes a mix of high-quality independent hotels, as well as properties under Hyatt, Hilton and Marriott brands.
What is your company’s value proposition? Why should owners work with your company?
Our value lies in delivering exceptional, measurable results across all key performance areas—financial performance, guest satisfaction, market share and employee engagement. We believe in a collaborative, responsive management style that not only fosters strong teams but also aligns seamlessly with the vision and goals of each of our ownership groups.
This commitment to operational excellence continues to earn us recognition and, most importantly, results for our people, our partners and our properties.
What’s the growth plan for your company?
We’re growing at a steady pace, with a goal of reaching 40 hotels by 2030. We are very selective about our locations and the brands we work with, focusing on properties that can deliver high occupancy and strong ADR in the midscale to upscale categories.
Your philanthropic endeavors include founding Dream Come True and Camelot for Children. Can you tell me about those charitable organizations?
I founded Dream Come True in 1984 to grant wishes for children who are seriously, chronically or terminally ill. For those who dreamed of going to college, we also offered tuition support. I also founded Camelot for Children, where we built two homes to serve as joyful, supportive environments for these children after their wish experiences. You can learn more by visiting the websites of both organizations.
What do you like to do in your free time?
Family is always my top priority. Spending time with them is the greatest gift life has given me. I also enjoy golfing and reading. Books give me a sense of grounding—a way to escape the constant flow and interruptions of electronics and enjoy quiet time within the pages of a great story.
