Hospitality Taught me Humility
Over the years I have been part of, or supported owners and managers of, hotels, resorts, restaurants, tourism businesses, and hospitality platforms as they succeeded, struggled, recovered, and sometimes failed.
One observation has remained remarkably consistent.
Hospitality assets rarely fail because of a lack of capital, systems, brands, concepts, technology, or effort.
More often, they under-perform because of a lack of alignment between managers and owners about who is responsible and accountable; in other words, or more likely, the fancy language you may recognise from a poster put on the wall of the cantina: “Governance”.
Governance.
This word sounds distant when things are going well, or you may not know the full picture.
But it becomes the subject of each and every discussion when expectations are not aligned.
Much of what I know today was not learned in classrooms.
It came from years of operational exposure, difficult environments, blood, sweat, tears, mistakes, recovery, responsibility and accountability.
Responsibility and accountability are not LinkedIn buzzwords.
They require standing up for what you believe in, and taking the blame when you are wrong.
Managing operational crises, safeguarding debt service, payroll, supplier commitments, ownership transitions, business recovery, and complex stakeholder environments taught me that performance problems rarely exist in isolation.
Revenue, operations, commercial strategy, cost structures, governance, leadership, and capital allocation are interconnected.
Believe me, I have seen my share, and I have learned the hard way.
As a professional. And as a family man.
Standing up for what is right, also when you realise the failings of the other party as well as your own, is not an easy call to make.
It requires maturity. And over time, maturity shapes character. Which proves my point.
Failure in one phase of your professional life, or your business, can lead to maturity in the next. Failure becomes valuable when approached with humility, accountability, and a willingness to learn from operational reality.
The real danger begins when employees or organisations become emotionally invested in defending decisions that no longer serve the business.
That is when facts become inconvenient. That is when reporting becomes selective. That is when accountability becomes blurred. That is when capital starts funding hope rather than strategy.
Over time, I have developed three core management principles that continue to shape my thinking about how to responsibly run a business.
- Commercial performance does not operate in isolation.
- Revenue is not the starting point, and must not be limited to revenue management, but start by asking what is the optimal use of the property (“Highest-and-Best-Use”, or in short: HBU)
- Revenue is the consequence of a much larger system involving governance, capital allocation, product definition, market positioning, sales execution, organisational capability, and ultimately the guest experience
- Equally, the outcome of commercial performance should not be measured solely through operating indicators such as Average Daily Rate (ADR), Occupancy, RevPAR, or Gross Operating Profit (GOP). These metrics are important, but they are not the final objective.
The real question is whether the business is creating value: value for guests, value for employees, value for owners, and value that can be clearly explained and demonstrated to shareholders, lenders, and other stakeholders.
Sustainable commercial performance is therefore not merely about generating revenue.
It is about strengthening the long-term value of the business, the asset, and ultimately the land upon which it stands.
- Portfolio growth requires differentiated strategies.
Governance frameworks can often be standardised. Economic reality cannot.
- What works for a luxury resort will not necessarily work for a mid-market city hotel
- What works for an owner-operated asset may fail completely in a multi-property platform
- Organisational capability remains the critical link between strategy and execution.
- Many performance challenges are not caused by a lack of capital, systems, brands, concepts, technology, or intent
- They are caused by inconsistent application, unclear accountability, and weak execution at both management and ownership level
Strategy is rarely the problem. Execution usually is.
The compass I use to navigate these situations is governance.
Not governance as bureaucracy.
Rather, governance is the operating system of decision-making.
It creates clarity around decision rights, accountability, expectations, information flows, and risk.
Because organisations generally perform well when people understand who decides, who executes, who is accountable, and how decisions translate into action.
After more than twenty-five years in hospitality, I remain convinced that sustainable EBITDA growth is rarely the result of individual initiatives.
It is usually the result of alignment. Alignment between ownership objectives, organisational capability, commercial strategy, operational execution, and capital allocation.
When those elements align, performance follows. When they do not, no amount of effort can compensate indefinitely.
Thank you for reading my article.
This article is about how hospitality taught me humility.
This is the first of a series of articles – “What hospitality taught me about myself” – in which I share lessons learned throughout my professional and personal journey, and how those experiences have shaped my thinking and led me to develop my own principles.
I hope it has provided some food for thought, encouraged curiosity, and inspired you to keep learning.
Curiosity, humility, and continuous learning remain among the most valuable tools we possess.
About the Author
Raoul Gransier is a Senior International Adviser and owner-focused hotelier with more than 25 years of operational and advisory experience in hospitality, tourism, governance, and performance improvement.
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