Hospitality in Motion: Manny on Leading with Heart, Hustle, and Humor

“Hospitality to me means feeling at home—feeling at ease, like you don’t have to think about the things you need, because they’re already provided.”

Zaylan: Where is home to you?

Gaby: And we don't mean the airport.... [During this interview, Manny was waiting for a flight.]

Manny: I know, usually the airport... but home? I actually just got back from there. The Dominican Republic is definitely home. It’s where I was born and spent most of my childhood.

Zaylan: Is that where your family is all still?

Manny: Yes! Most of my family’s still in the Dominican Republic.

Zaylan: And do you have a place in the States as well, or are you just traveling?

Manny: Oh yeah, my home base is in Philadelphia, I just don’t really spend much time there.

Zaylan: And what’s your favorite food or drink?

Manny: I actually just had to fill something out about this! My favorite snack, I know, is Affogatos - espresso with a little ice cream. You can’t go wrong with them. Favorite food? That’s hard to pick. I’d probably have to say anything breakfast-related.

Zaylan: Nice. Got a favorite book?

Manny: Ooh, favorite book? Recently I’ve been going back to some classics, right now my favorite book is of the play "To be Young, Gifted and Black" by Lorraine. I’ve re-read it a bunch of times.

Zaylan: And what is your favorite hotel that you’ve ever stayed at?

Manny: Favorite hotel I’ve ever stayed at... it’s probably a toss-up. I really enjoy Luxury Collection’s Solaz in Los Cabos. It’s just a very interesting mix of desert flora, and beach. It’s gorgeous. Or a project I’m on now - the Ritz-Carlton Turtle Bay on the North Shore of O'ahu. It’s absolutely stunning.

Zaylan: Wow. And what about a favorite place that you’ve been throughout all your travels?

Manny: I’m not sure I could answer that one. It’s very tough to choose. Favorite places that I’ve been recently are Prague, Bora Bora and Riyadh. But honestly, if I had to pick something, I’d say, at least for this year, Bora takes the cake, it was just mind-blowing.

Zaylan: Sounds awesome. Is there anywhere that you haven’t been, like a dream destination that you have?

Manny: Absolutely, yes. I’m missing so many Asian countries that I’m dying to visit - The Philippines, Thailand, Japan, Hong Kong. So that’s—I think that’s next on my bucket list for 2025.

Zaylan: EAG doesn’t do many openings out there, right?

Manny: Not yet, and it’s probably gonna have to be some personal travel. But who knows? Maybe we’ll pick some things up. Maybe I’ll start working on that and see how I can find a way into an Asian opening.

Zaylan: What about a dream hotel that you want to open or that you’ve been wanting to stay at?

Manny: Man, dream hotel? You know what? I missed it. I wasn’t on the team when they went into this opening, but the Safari Luxury Collection in, I believe it’s South Africa, just looks gorgeous and I’m dying to visit.

Zaylan: Have you done much in Africa yet with the openings?

Manny: No. I’ve visited personally, but no openings there yet.

Zaylan: Gotcha. Yeah, that’s gonna be really exciting to see some of the hotels coming up there. ’Cause I’ve only been to Africa once, and my immediate thought was like—this is the travel destination of the future.

Manny: Where did you go?

Zaylan: I was in Namibia - it’s the second sparsest country in the world. There’s just something so raw, untapped. It’s just beautiful. There’s almost nobody there. It’s 40% bigger than Texas with only 2.3 million people. So it’s all just open land, desert everywhere. It’s pretty interesting.

Manny: Wow. That sounds pretty cool.

Zaylan: So what does hospitality mean to you?

Manny: Hospitality to me means feeling at home, right? Feeling at ease, feeling like you don’t necessarily have to think about the things that you need - because they’re provided or readily available.

"I started my very first restaurant job at 13 years old... That’s probably one of my earliest memories of, ‘Hey, this is something I could do and really enjoy.’”

Gaby: I just wanted to say that I’m a fellow Caribbean person - I’m in Trinidad.

Manny: Oh, nice! I still haven’t been to your country. I need to visit.

Gaby: Yeah. I believe the DR is much more tourist-oriented than we are. We’re more oil-based, but it still has its beauty. It’s more South American in its geography.

Manny: You guys are really close to Venezuela, right?

Gaby: Yeah. We’re on the South American plate, whereas you guys are on the Caribbean plate, right? Different geography. All right, so we’re gonna talk about background and career path here. Could you share a bit about your journey before joining Ellis Adams Group?

Manny: Yeah, the hospitality journey… I started my very first restaurant job at 13 years old at my uncle’s restaurant in Queens, New York, and I was the dishwasher. In his defense, I’ve been this height since I was nine, so I looked much older than 13 [laughing] Yeah, that’s where I fell in love with the kitchen and just how restaurants work in general. I spent a lot of time in restaurants in New York, then moved to Washington, DC for school and continued my journey there. I was part of, I think over 10 years in DC, around 12 independent restaurants and bars openings. And then I joined hotels there in Washington, at the W Washington. It was a whole new kind of re-falling in love with hospitality. I think independent restaurants versus hotels—it’s a whole other world. It adds so many different elements, exciting things, and opportunities. So yeah, that was the beginning of my hotel journey. I spent time in a few different hotels in the luxury space before working on openings for Marriott in the Caribbean and Latin America - which was just such a blessing. Being able to work around my home culture, and in a lot of Spanish-speaking countries, was really special. Shortly after that, I fell in love with EAG and the entire value system that we have. Just being able to cut through a lot of the red tape you get with big corporations and be part of a small family-like environment that works really hard together toward a common goal. So I’ve really enjoyed it so far.

Gaby: Nice! Now this question may have some overlap, but what first sparked your interest in hospitality? And can you tell us about the experiences or mentors that inspired you to pursue leadership roles in this industry?

Manny: Yes, certainly. Like I mentioned, that first job was at an Italian restaurant in Queens, New York. I worked with the chef - he was French-trained. I don’t think he was French himself, but he was French-Cuisine trained. He taught me so much about cooking, culinary techniques, and how to manage a kitchen. He was probably my first mentor in hospitality. When he wasn’t throwing pots and yelling “garnir!” - meaning garnish. That’s probably one of my earliest memories of, “Hey, this is something I could do and really enjoy.”

Gaby: And is there a particular place, mentor, or experience that has continued to inspire and influence your work at EAG?

Manny: Place, mentor, experience? Let’s see. Honestly, recently we don’t get to work together a lot as a team, but the last three or four projects I’ve been really blessed. I’ve gotten to work with my counterparts Kenny and Jerry quite a bit. And recently I got to work with Chris and Maricela on a project—which is very rare for me. I truly enjoyed that. Just seeing how they manage and run an opening, and the amount of devotion and passion they put into it—it’s truly inspiring.

Gaby: You’ve worked in vibrant food scenes, from Brooklyn to DC. Could you share how these experiences shaped your understanding of hospitality?

Manny: I’ve mostly worked up and down the East Coast - at least as an operator. And I think New Yorkers get a bad rep. We’re known for being really aggressive and angry -

but that’s only true if you’re on the sidewalk and walking really slow in front of us. Outside of that, I think we’re very hospitable people. We love community, we love building things together. It was interesting going from New York, where it had a small-town feel - at least in the restaurants I worked. They were all family-owned, small operations, where you’d have regulars that were just families from the neighborhood. And then going to DC, which is a very fast-paced, international, vibrant, and very political city. It’s more service-oriented than hospitality-oriented, I’d say. It’s a bit more transactional there. So I think being able to transition from one and bring a lot of that hospitality I learned in New York to the service in DC really helped me a lot.

Gaby: That’s an interesting observation - more service-oriented than hospitality-oriented in DC.

Manny: Yeah. It’s just, since the city tends to be politically oriented, I’d say it’s very much, “Hey, who do you work for? What can you do for me?” How do we make this relationship beneficial for both parties? It’s not a bad thing, honestly. I made some really great friends and connections there. But it was difficult to do at first, and the hospitality there is very structured in many ways, some are very “Hey, everybody’s here to be seen, to connect, to interact, to network.”

“I came to a crossroads—either choose a more traditional career path in education, or go all-in on hospitality. And I’m really happy I chose the latter.”

Gaby: Starting out in local kitchens and later taking on management roles at iconic venues like W Hotels, was there a pivotal moment that solidified your passion for food and beverage?

Manny: Yes. So honestly, right before I joined food and beverage in hotels, I had always had a passion for education. I’d worked in education in a couple of different areas - community college, and then K through 12. I think I reached a pivotal point where independent restaurants were becoming a real drain. They’re not as structured as hotels. They’re not as lucrative either. The margins are much smaller, and you really have to be super detailed to make it. So I came to a crossroads - either I was going to devote myself to education and choose a more traditional career path, or really decide to go all-in on hospitality and my passion for food and beverage. And I’m really happy I chose the latter. I joined W Hotels, and it all rolled on from there.

Gaby: Your journey includes diverse roles across food and beverage, from bartending to general management. How have these experiences equipped you for your work with clients at Ellis Adams Group?

Manny: Yes. I think having been in restaurants for so long, and starting out in kitchens really set me up. To this day, I still tell stories about losing a whole fingerprint to a mandoline, or learning how to chiffonade onions and losing a whole nail. Things like that - they're really good ways to connect with some of the people we’re training. But also, on a higher level, it’s been such a great opportunity to be able to have meaningful conversations with ownership groups or general managers about how to make things function better. From the perspective of that particular team member - someone manning the station, working in the kitchen, or behind the bar. So many of our general managers, and definitely owners, haven’t had that hands-on experience of being a line level cook or server. Owners more than GMs. But definitely a lot of general managers in hotels come from a Rooms, or front office background, because that’s a more traditional track to GM. So having the experience of literally working just about every position in a restaurant,and being able to speak to that - how things should function, how design really needs to tie into making things efficient, etc., has really helped me.

Zaylan: How long were you in New York for?

Manny: I was in New York from age 10 to 21, I think, and then DC from 21 to 31. So about two 10-year stints in both cities.

Zaylan: Getting into a few cultural questions. So, not working in restaurants in New York, but just being a part of the culinary melting pot that New York is: how do you think going out and experiencing all these different cuisines, and meeting and interacting with different servers, chefs, and people as you were dining and exploring New York… if you did that a lot growing up… how do you think that changed your approach to hospitality, food service, and creating memorable experiences?

Manny: Oh, no! I think it totally shaped me, at least as a leader. I had the benefit of growing up in Brooklyn, but my high school was in the Lower East Side of Manhattan. So I was commuting - I think I was maybe 14 or 15 when I started high school. I wasn’t necessarily working in restaurants full-time then, but I was in Union Square, Manhattan, and just being in that atmosphere, right by NYU, so I was definitely experiencing a ton of different cultures and styles, especially when it came to food. And New York is not just great pizza and hot dogs, right? There’s so much more. I was able to experience so much during those high school years, just being in the city, walking around, popping into restaurants or grabbing takeout. That really shaped my love for hospitality.

“We have to tailor what we do for every project. Every client, every property is different.”

Zaylan: Awesome. And then zooming out a little bit - given that you're from the DR and spent a lot of time in the U.S. - what do you think some of the biggest cultural influences have been, going back to your days in the DR and the time you spent there with your family?

Manny: I don't know if you've been to my lovely nation. Dominicans are a very happy, welcoming people. Even before I traveled so much in Latin America, I would’ve said that Latin Americans in general are warm people. So being able to come from such a welcoming, hospitable culture as my native upbringing was super influential. Just understanding what it is to have my grandmother say, “Hey, listen, whenever a guest comes to your house, offer them a glass of water,” or “Make some coffee, offer them some coffee,” right? If you’re walking by someone and they’re having a meal, say “buen provecho” - which is the equivalent of bon appétit, or “eat well.” Those kinds of things really shaped the way I am, the way I receive people, and the way I train at work as well. And I think it’s phenomenal to be able to host someone in your space!

Zaylan: Gotcha. So when it comes to training and the way you go about getting other people ready for an opening, do you have an ideal in your mind of a perfect dining or beverage experience that you're trying to guide people toward? And what does that look like, if that’s how you operate?

Manny: I’d say yes. One of the things I always make sure to do before beginning a training is to set the expectation of what we’re here to achieve as a team, right? And that’s really: how do we make this experience as seamless as possible for the guest? How do we make them feel as welcome and as warm as possible in our steps of service, in our sequence? So making sure everyone is thinking about how to make it easier, simpler, or better for the guest, versus how to make their own role as a server, bartender, or manager easier - I think that’s a really important shift to make early on. And it’s also about understanding the full spectrum of service. We work with select service hotels, fine dining, and luxury properties, but essentially we’re trying to create the same experience. The amenities might change a bit. The number of talent members per guest changes. So you have more resources or different budgets, but that experience at its core should be the same. It’s really just about making sure the guest feels… we’re there to make them feel at home, right? Every time. No matter what level of service or hospitality we’re in.

Gaby: All right, so we have a few questions on...

Manny: Gaby, sorry, timeout- I have to make sure I put a disclaimer out there. I have not been to Trinidad and Tobago, so I do not know if your people are warm and hospitable.

Gaby: So it’s interesting, we don’t really have a thriving tourism industry. We’d like to, but we’re not really there yet. But, because of the Indian cultural influence here, they have many of those same qualities - like if someone comes to your home, you have to feed them. So things like that. But, if we can step back a bit, can you crystallise for us what you actually do at EAG?

Manny: Oh God, no! I think the best part of this role, and partially the most challenging, is that we really have to be extremely fluid and chameleons, project to project. You might be on a project where you’re by yourself, training a team of five one day. Then the next week, you’re at a project with ten trainers, and maybe you’re leading five of them and training 200 talent members. Outside of openings, I also work on our asset management side, where I support projects or hotels we own the concepts for - like Delphi or Central Station in Memphis. I’m not part of day-to-day operations there, but I’m deeply ingrained in what’s going on. I have weekly calls with the team, helping them identify trends, keep best practices, and maintain standards. We’re also implementing beverage programs across franchise companies, so totally different types of projects. I think we’re probably some of the most versatile project managers around because we have to tailor what we do for every project. Every client, every property is different.

Gaby: That’s amazing.

“If you absolutely love every cocktail on your menu, it’s probably not a great menu.”

Gaby: All right, so with regards to EAG - what aspects of the company culture do you think set it apart? And how does that influence your day-to-day approach to client experiences and operations?

Manny: I think our policy of radical candor has really helped me grow as a leader. Sometimes in large corporations, we tend to become very robotic in our leadership. It’s, “Here’s a coaching session,” or “Here’s a write-up for this,” because we have so much structure and so many processes. But being able to work with a small, very talented group of people, where we can really hold each other accountable and say, “Hey, this looks weird,” or “Hey, maybe next time we present this, we focus more on this versus that”... that’s been huge for me. I think that piece has really helped me a ton. And also,

just being able to have a better eye for the things I’m looking for as a trainer, right? Like having someone like Kenny or Chris say, “Hey, listen, that was amazing. Keep driving this conversation here because that’s really resonating with the team,” - that kind of feedback is huge. Honestly, I think it’s fun working for a celebrity. I think for all intents and purposes, Chris, in our hospitality world at least, is a celebrity. And being able to see that he walks the talk? It’s not just motivational speaking or saying things for the sake of it. It’s really how he runs our company. It’s how he leads us, and how he expects us to lead as well.

Gaby: Okay. This may have some overlap with the last one, but in your experience, what makes EAG’s approach to hospitality unique?

Manny: I think it’s being able to lead with compassion and versatility. I’ve worked the other side, as an operator. I’ve worked with different consulting groups that come into a project or a venue and just start deliberating: “Hey, we need to do this, and it has to be done this way.” But I think we take a step back. We look at it holistically and take the time to really understand what we’re walking into. For most projects, we’ve had at least six, seven, eight calls over two or three months before we’re even on site - just to get a full understanding. And to understand that it’s not one-size-fits-all. You have to meet the team where they are. The property, the equipment, the DOS, the F&B director… all of that.

Gaby: Okay. Is there a core value or principle here that you find especially motivating in your role?

Manny: Our unspoken “thank you”, our unspoken core value of “keep pushing.” I recently sat down, like I mentioned, I had a project with Chris - and we had a late-night conversation during the opening. We were talking about what kind of things we need to do to get to that next level, right? To continue to grow. And the gist of his message was: keep pushing. And it’s nice, because I think all of us come from environments where we were the individual leader - excelling, pushing - and now we get to work with a group of other leaders who are also excelling and constantly pushing. It’s super motivating. We’re constantly nudging each other to level up—in a fun, competitive way.

Gaby: That’s awesome! So, EAG places a strong emphasis on creating custom, memorable experiences. How do you approach crafting a beverage or food program that not only meets client expectations but also tells a story?

Manny: One of the things I always say when we’re training bar programs or during taste panels is: if you absolutely love every cocktail on your menu, or love every dish on your food menu, it’s probably not a great menu. We have to be able to appeal to different palates, different cultures, different sensitivities. And more importantly, we have to be able to appreciate that. I can honestly say sometimes, “Hey, I don’t love this drink” or “That dish isn’t for me,” but I can absolutely appreciate that someone who likes sweetness, or sourness, or a certain flavor profile is going to love it. That’s one of the biggest advantages, and one of the most important things we talk about during training—being able to step outside of your own palate, your own experience, and understand that there are other perspectives out there.

Gaby: That makes a lot of sense. All right, final question from me. Could you share a bit about your process when preparing to work with a new client? And what are some of the initial steps you take to ensure the vision comes to life?

Manny: We recently brought on a new account executive, and he asked me what he should do. He was really nervous about his first project that he was leading or owning. And I just told him: ask more questions. Really get to know what the client wants. Because sometimes it’s really easy to just put on paper, “Oh, I want to increase sales at this outlet,” or whatever. But you need to ask clear questions, and then keep probing. Probe to figure out what they really want... but also who they really are. Are they willing or able to invest to get to that goal? Because it’s not always as easy as saying, “Yes, we’ll come in, train your team, and it’s going to work.” Some projects really require understanding where the operation is at that point in time. And being able to say, “Hey, listen, maybe next week isn’t the best time for us to come in. You’ve got two managers on vacation, and your occupancy is at 90%. I think we’d have a better impact if we came during these other dates, when your managers are back and your occupancy is at 50%, so the team can better focus on training.” Things like that are really important.

“We need talent to want to be here—and we need to make sure we’re paying them a fair wage and treating them in a positive, supportive way.”

Zaylan: Have you worked with other consultants in the food and beverage space much?

Manny: Not as part of their team, but on the operator side - yes. Where I’m the one bringing in a group to train or support something.

Zaylan: Yeah. Do you think there’s anything, in particular, that really distinguishes EAG’s approach from other traditional food and beverage consulting companies? I know we’ve touched on it quite a bit with the cultural aspects.

Manny: Yeah. Like I mentioned, I think it’s the flexibility, the fluidity. Sometimes, for example, on branding projects - maybe the scope says we’re only going to present branding to a client three time

example, maybe that doesn’t necessarily work out. Another consulting group might say, “Hey, listen, this is all you scoped for. We either have to change the contract or charge more,” etc. But we’re able to say, “Hey, listen, we’re going to take as many of these rounds as we need to get to where we need to go.” And sure, that’s not always feasible with every project, but being able to see Jason or Chris say that, or just do that - it’s really impressive. Because they understand the bigger picture. It’s not about, “Let me grab this amount now,” or “Let me squeeze this lemon for all it’s worth.” It’s about the bigger goal. There’s a longer relationship we can develop by really meeting the client where they are and being super flexible in what we do.

Zaylan: That’s great! What trends do you see emerging right now in the hospitality industry, and how do you think they’ll impact the future of food and beverage programming?

Manny: I think there’s a really great trend of guests being uber informed about what we do. The guest palate right now is very developed. They’ve seen a lot of great operations, and they understand what they need to see from a hospitality provider to feel like there’s real added value. And that’s going to push all of us to continue to do more, to do better. And also to train this new generation of hospitality workers. They’re coming in with a different experience too. They’re a little more knowledgeable about what we do, or at least what a great experience should feel like. And I think that’s going to be a really good thing for the future.

Zaylan: One thing I’ve been thinking about a lot, especially since we’re thinking about training software, and you guys are always thinking about training, is the bigger piece: How do we get people to train in the first place? I think there’s a kind of meta crisis. A bad perception of the industry. Especially with the college workforce, there’s still this idea that hospitality is a “lesser than” industry. Like, “I’ve got to go be a white-collar worker somewhere,” even though they’ll probably make a similar amount of money - and it might be way harder to get into. There’s way less opportunity. You’re gonna be stuck behind a desk. So how do you think we could re-educate the general public about what it means to be in hospitality and get the younger generation excited about joining this industry and making a career out of it?

Manny: I think a lot of that bad rep was self-inflicted. As an industry, we definitely had a period where we took advantage of a lot of our talent. And without getting into a ton of detail - the low wages, the dependency on gratuity just to make minimum wage - those things were very real. And that’s part of the reason the industry lost so much talent during the pandemic who never came back. So I think the next step is: how do we glamorize it a little more for this new generation? How do we get more people interested? I think we are taking the right steps. Even independent restaurants now are offering health insurance, they’re offering competitive wages, they’re offering 401(k)s - things you used to only see in hotels. So I think the industry is really getting to a place

where it understands: we need talent to want to be here. And we need to make sure we’re paying them a fair wage and treating them in a positive, supportive way.

“Treat everyone like they’re the most important guest... and you’ll succeed—because people will remember you.”

Zaylan: And being involved in different major openings, from the W Philadelphia to Bora - what has been one of your biggest takeaways from those experiences?

Manny: I think one of the most recurring themes that pops up is that everything really comes back to leadership. And also empowerment, right? Making sure that leaders feel empowered to then empower their teams. Making sure you have a general manager who empowers their leaders to lead and not micromanage. I think I just see that time and time again - really the importance of someone being there to hold others accountable, and for us to hold each other accountable as well.

Gaby: All right, so this section is more around personal values and vision. Outside of work, we hear you’re a fan of salsa music and baseball. Do you find these personal interests connect to your work in any way?

Manny: Certainly. We talk about, in fine dining service, “gliding” across the restaurant floor. And I think that definitely relates to how much I love dancing, in general. Especially behind a bar, right? A lot of times you’re working with two or three people in a tight space, and you have to be able to move together, in sync - like a dance - to really be efficient. And as for baseball, that was my first love, my first passion. I played my entire life. Being able to draw from the experience of sports fandom - the camaraderie, the togetherness, the energy of being in a stadium - and trying to translate that into a guest experience? That’s something I find a lot of fun.

Gaby: You’re known by some as “Handy-Manny” or “Fix-It-Felix.” Do you feel your versatile, hands-on approach is an advantage in your work at EAG?

Manny: Oh, certainly! I think that nickname came up when we were opening the Delphi Hotel. There was just so much that physically wasn’t ready, and we broke out the tools—and we were able to make it happen. But even to this day - recently, at an opening - I got on the floor and was literally screwing something into one of the bar wells. So yeah, it’s definitely an advantage to have.

Gaby: All right, so what excites you most about your ongoing role with Ellis Adams Group?

Manny: Oh, man, just being able to see how much we’re doing and growing. There are few of us, but we’re working across such a diverse portfolio. And it’s exciting to think about what could possibly come next. Kenny and I, along with two others, got to work a major golf event this year, and it was just unheard of. Why would EAG be at a major golf event supporting their operation? Things like that just make you wonder: what other amazing things could we possibly do?

Gaby: That is awesome! So, are there any goals or innovations you’re hoping to contribute to the hospitality sector through your work at EAG?

Manny: Yes. I think what’s most rewarding, in such a high-paced, grueling job is being able to see that you’ve transferred ideology into someone else. You’ve taught someone how to lead with compassion, how to really, truly appreciate what we do. The way we make people feel when we’re creating these experiences - that’s one of the most rewarding parts of the job. I think one of the greatest advantages we have, and one of the most fulfilling things, is the reach. This year alone, I’ll probably have worked on 40 different hotel openings, with an average of 180 to 200 people I’ve talked to, trained, or worked with directly per opening. I think that’s just incredible.

Gaby: That’s incredible!. We’re talking about impact on guests - so what experiences or memories do you want them to take away from interacting with the spaces you help create?

Manny: I always think about how it’s never really the space that the guest remembers. It’s not the decor. It’s not the design. It’s the feeling. It’s that they felt at home. That they felt amazing. That they felt warm and welcomed in that space. That’s the best part - whether or not they remember exactly where it was, or who served them, or what they ate. It’s homemade. Like, I made a really good memory at that one place. I think that’s the most rewarding part - the deep, lasting impact we can make.

Gaby: What impact do you hope your work at EAG will have on the team members you get to train?

Manny: I hope it inspires them. I think we have one of the coolest jobs in hospitality. And it’s really nice to see some of the newer to hospitality team members come in and say, “Hey, how do I get your job? How do I do what you do?” I think it’s great just being able to inspire them - to get them to keep going and understand that there are so many different paths. It’s not just, “Oh, I’m going to be the GM of a restaurant,” or “I’m going to be Director of Food and Beverage and that’s where I stop.” There are a lot of different ways to thrive in this industry.

Gaby: Sweet!. Okay, final question. If you could give advice to someone entering hospitality who wants to make a great career for themselves in the industry, what would you share?

Manny: Treat everyone like they’re the most important guest. You never know. We carry so many preconceived notions and ideologies that sometimes they get in the way of true hospitality. My biggest advice to someone entering the field would be: treat everyone the same. Treat everyone as if they’re the most important person at that moment. And you’ll succeed, because people will remember you, they’ll talk about you, and they’ll commend you for it.

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