When Ben Perelmuter stepped into the role of CEO at Remington Hospitality in June, he assumed leadership of a company known for its operational focus and established culture.
With decades of experience in the hospitality industry, he faces the challenge of guiding the company’s portfolio, which includes full-service urban hotels and resorts in the Caribbean, while maintaining established practices and addressing operational and cultural priorities.
Perelmuter, who has spent much of his career in Dallas, said the location of Remington’s headquarters played a role in his decision to join the company, adding, “Remington has always been part of my hospitality experience. It has a strong foundation and reputation for balancing guests, talent, product, quality and profit. That foundation made this an interesting opportunity.”
The company’s “five drivers” provide a framework for balancing different aspects of performance, according to Perelmuter. He explained that while Remington has traditionally focused on financial results, the last decade saw a greater emphasis on culture and people.
“Now, it’s about bringing all five drivers together,” he said. “Balancing operational discipline with attention to people, product and guest experience is central to how we approach the next chapter.” (See Remington’s Five Drivers at the end of the article.)
Perelmuter emphasized that his goal is not to impose his personal style on the company, but to build on its existing framework.
“It’s not going to be a ‘Ben Perelmuter company,’” he said. “Twenty years ago, Remington focused heavily on financial performance. Over the last decade, there was more attention to people and culture. Now, the approach is to integrate all five drivers—people, product, quality, guests and profit—into a balanced strategy.”
This approach is particularly important in a market where growth is moderate and operating costs remain challenging.
“We have to be effective at execution,” he said. “Blending culture with operational and financial discipline is central to the company’s next phase.”
Team building
One of Perelmuter’s first actions as Remington CEO was to adjust the leadership team to better align with the company’s priorities. Early in his tenure, he appointed Jason Kreul as COO to oversee all operations.
“Jason and I worked together 21 years ago,” he said. “He understands operational leadership and how to support both employees and guests. His focus is on ensuring that property-level managers have the tools and guidance needed to meet the company’s expectations.”
In August, Cory Chambers joined the company as chief commercial officer. His role consolidates previously separate functions, allowing for more coordinated strategies across direct sales, digital marketing and revenue management.
“Cory brings the right balance to drive commercial performance across the portfolio,” Perelmuter said.
The company also welcomed back Lisa Carlson, who had previously worked with Chesapeake Hospitality before it was acquired by Remington, as SVP, operations.
“When I began meeting with owners, Lisa’s name came up repeatedly,” Perelmuter said. “She has extensive experience and brings a deep understanding of the organization. Bringing her back added continuity and expertise.”
Other leadership changes included Matthew Grauso, who now oversees resorts and Caribbean properties, and Benito Benitez, promoted to VP overseeing Latin America.
“These moves are about creating structure and putting the right people in positions that allow the company to operate efficiently and grow,” Perelmuter said.
Strategic priorities
The CEO’s priorities focus on leadership alignment, operational efficiency, execution, results and transparency. First, he emphasizes placing the right leaders in key roles.
“It’s not about fixing what’s broken but about making sure we have the right people in the right positions,” he said. “Bringing in leaders I’ve worked with before, combined with promoting existing staff, ensures knowledge and expertise across the company.”
Operational efficiency is the second priority. Perelmuter is focused on implementing scalable systems and streamlining processes to enhance productivity while maintaining service standards.
“It’s about procedures that support properties without overloading teams with administrative tasks,” he explained. “We aim to provide guidance and tools that help each hotel succeed across the five drivers.”
Execution is the third priority. “You can have strong people and processes, but if you can’t execute, it doesn’t matter,” Perelmuter said. He stressed the importance of tracking performance and maintaining regular touch points to ensure initiatives are carried out effectively.
The fourth priority is measurable results. Tight financial management, reporting and use of technology are central to supporting owners’ needs.
“Owners expect accurate and timely reporting,” he said. “We are evaluating how technology can help us deliver efficiency and precision while supporting business decisions.”
Finally, transparency and consistency in leadership are highlighted. “If a mistake is made, it’s addressed, corrective action is taken, and it’s recorded as a learning opportunity,” Perelmuter said. “Clear communication and accountability foster trust throughout the organization.”
Perelmuter said success is not only about growth metrics, but also about the confidence owners have in Remington’s management.
“The ultimate measure is whether owners continue to place additional properties under our management,” he said. “We evaluate performance daily across all five drivers at each property. Consistent results reinforce owner confidence and support long-term growth.”
Focused expansion
While Remington has expanded its third-party management portfolio in recent years, Perelmuter says growth will remain selective.
“We want to stay within areas where we have expertise—large full-service hotels, resorts and urban properties,” he said. “We are expanding in the Caribbean and Latin America, but only where we can operate successfully and maintain our standards. It’s not about volume for its own sake.”
Sustaining the company’s culture is a central part of the CEO’s strategy.
“Culture has always been about winning, thriving and developing talent,” he said. “We continue to invest in employees because they are key to organizational performance.”
Programs like Up GM—which trains assistant general managers for leadership roles—and promotions from within are core components of talent development. In September and October alone, 26 leaders were promoted across 18 locations. Remington also supports learning through ACE Learn, LinkedIn Learning and AHLA apprenticeships. Recognition programs such as the President’s Club and Pinnacle Club reward performance and foster engagement.
“These initiatives are designed to create continuity and pride across the organization,” Perelmuter said. “They help retain talent and ensure employees have clear pathways for career development.”
When asked about Remington’s long-term goals, Perelmuter said the company aims to remain a consistently preferred management partner.
“We want to be a top choice for ownership groups, recognized for people, performance and value,” he said. “It’s about maintaining quality across the portfolio and staying in the conversation for every opportunity that aligns with our expertise. That’s the central focus as we move forward.”
Remington’s Five Drivers
Remington Hospitality uses five core drivers to guide operations, culture and growth. CEO Ben Perelmuter describes them as the framework for balancing performance across the company’s portfolio.
