Hospitality Leaders - Interviews with hotel, event, and food service experts

Today I’m joined by Chuck Salem, CEO and Co-Owner at Unique Venues, to discuss the way culture impacts the identity of an organization, and how that identity manifests in hospitality.

Even though he had always been drawn to hospitality, Chuck didn’t initially pursue a career in the industry. He was on the path to being a university teacher when he was swept up in the event planning and guest services that his university engaged in during the offseason. Destiny had pulled him back into the hospitality industry and it wasn’t long before he found his feet at Unique Venues as CEO and eventual Co-Owner.

From the beginning of his time at Unique Venues, culture has been a foundational focus of Chuck’s. He passionately believes in going above and beyond in the name of service, and he’s always tried to weave that philosophy into the culture of his business. He underwent training in business culture to fully understand the natural inclinations of his organization and then worked with his leaders to create policies that fully embrace the kind of company they want to be.

For Chuck and his team, hospitality isn’t just their industry; it’s their identity.

• Chuck Salem - https://www.linkedin.com/in/chuck-salem-1182416/
• Chuck Salem - Email - [email protected]
• Unique Venues - https://www.uniquevenues.com/
• Unique Venues - LinkedIn - https://www.linkedin.com/company/unique-venues/
• Chris Cano - https://www.linkedin.com/in/chrismcano/
• Upshift - https://www.linkedin.com/company/upsh%C4%B1ft/

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Today’s conversation features Captain William Lozier, President of Memphis Riverboats.

William is a third-generation riverboat captain. The boats that he pilots were designed and built by his grandfather. His organization is the embodiment of a local, family-owned business, and William intends to keep it that way, with plans to eventually pass the business on to his daughters. These family-centric values have made Memphis Riverboats a community landmark. This has allowed William to build great relationships, not only with his customers, but also the city officials he depends on in order to operate his business smoothly.

These strong relationships have helped William’s business through difficult times. Memphis Riverboats has operated unceasingly since the 1950s, including through the Covid-19 pandemic. It’s an outstanding example of the strengths of family-owned businesses, and how building strong community relationships can be one of the most powerful assets a company has.

More than the bottom line, it’s his family’s legacy that motivates William to succeed. While he keeps his mind focused on the daily tasks at hand, he always has one eye on the future and the leadership he will eventually pass on to his daughters.

• Memphis Riverboats
• Memphis Riverboats - LinkedIn
• Chris Cano
• Upshift

If you enjoyed today’s show, please leave a 5-Star review. For more information and links to all of the resources mentioned in today’s episode, visit

HospitalityLeaderspodcast.com.

I’m joined today by Stowe Shoemaker, Dean at the UNLV William F. Harrah College of Hospitality, to hear about some of the ways that UNLV is pushing the hospitality industry forward through education.

The most striking factor about the hospitality education program that Stowe runs, is that it’s not simply tacked on to the business school curriculum like so many similar programs around the country. While business knowledge is an important part of leading any hotel or restaurant, what sets Stowe’s program apart is its emphasis on service, the lifeblood of the hospitality industry. Stowe is far more interested in teaching his students how to excel at customer service. The numbers game that comes with running a business comes secondary to that education.

This is driving a change in the hospitality culture. Students of the program are attracted to the course because of their passion for service and hospitality, not because they’re looking for an entry-level job. Being a dishwasher isn’t just a job, but part of a rotational internship meant to provide a holistic education in hospitality.

These future leaders are learning to embody the spirit of the industry they love.

• Stowe Shoemaker
• UNLV
• UNLV - LinkedIn
• William F. Harrah College of Hospitality
• William F. Harrah College of Hospitality - LinkedIn
• Chris Cano
• Upshift

If you enjoyed today’s show, please leave a 5-Star review. For more information and links to all of the resources mentioned in today’s episode, visit

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Today’s interview with Hooman Shahidi, President and Co-Founder at EVPassport, provides an outstanding opportunity for hospitality businesses to add value to their organization and build for the future.

Hooman and his organization are seeking to make electric vehicle charging more affordable and accessible both for consumers and businesses. By lowering the barrier of entry to acquiring charging equipment, Hooman and his team are making it feasible for companies to provide this extra service for their guests. Hooman sees a future where this infrastructure is almost ubiquitous, and where electric charging stations become an essential amenity for guests seeking travel accommodation.

With the global transition to cleaner sources of energy, this future may be greatly accelerated, and Hooman doesn’t think it will be long before electric charging stations stand alongside Wi-Fi as a non-negotiable element of an organization’s infrastructure.

The accessibility of Hooman’s infrastructure is a great lesson in the need for businesses to always be thinking about future added value. The hospitality industry is dynamic and needs to evolve as the needs and desires of guests change, often with the advent of new technology.

• Hooman Shahidi
• EVPassport
• EVPassport - LinkedIn
• EVPassport - Twitter
• EVPassport - Email
• Chris Cano
• Upshift

If you enjoyed today’s show, please leave a 5-Star review. For more information and links to all of the resources mentioned in today’s episode, visit

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I’m excited to be joined in conversation today by Jim Capek, General Manager of Westborough Country Club in St. Louis, Missouri.

Jim was destined for his current role, starting work at country clubs at the age of just 15 and continuing to follow that industry path unhindered ever since. His years of experience have given him a unique look into the various cultures within different club communities, and how these dictate management practices.

Westborough Country Club has undergone a seismic cultural shift since Jim took over management and he and his team worked to bring in younger members. The changes he implemented were ultimately successful, but only because Jim intentionally sought guests’ feedback. Focus groups and members meetings gave Jim a concrete understanding of areas of flexibility within his memberships—areas where he could focus his reforming efforts.

This guest input came in conjunction with feedback from Jim’s staff. For any given change to his facilities, he needed buy-in from his team. Renovations for his guests’ comfort had to go hand-in-hand with making his team’s job easier. When it came to feedback, the members and the staff both had something valuable to offer.

• Jim Capek
• Westborough Country Club
• Westborough Country Club - LinkedIn
• Westborough Country Club - Instagram
• Chris Cano
• Upshift

If you enjoyed today’s show, please leave a 5-Star review. For more information and links to all of the resources mentioned in today’s episode, visit

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Today I’m joined by Rob Wimpfheimer, General Manager of Ruth’s Chris Steakhouse at Harrah’s in Las Vegas.

Rob is a seasoned hospitality veteran, getting his start as a bartender in Chicago when he was in his early 20s. Rob’s knack for customer service impressed his bosses, who quickly promoted him to restaurant manager. A company transfer to Las Vegas and a few restaurant jobs later, Rob now finds himself running the Ruth's Chris at Harrah’s with over 20 years of management experience.

Rob’s passion for creating unique and memorable guest experiences puts him right at home in Las Vegas. Even though Ruth’s Chris is a chain restaurant with locations all over the country, that doesn’t stop Rob from making his restaurant stand out. He balances familiarity and comfort with a focus on the spectacular to create a guest experience that is both welcoming and exceptional.

In a city with so many establishments fighting for guests’ attention, Rob’s philosophy of service trusts word-of-mouth marketing. If he ensures his customers walk away feeling cared for and attended to, they’ll make sure all their friends know where to go next time they’re looking for a Vegas dinner.

• Rob Wimpfheimer
• Rob Wimpfheimer - Facebook
• Ruth’s Chris Steakhouse
• Ruth’s Chris Steakhouse - LinkedIn
• Harrah’s Las Vegas
• Harrah’s Las Vegas - LinkedIn
• Chris Cano
• Upshift

If you enjoyed today’s show, please leave a 5-Star review. For more information and links to all of the resources mentioned in today’s episode, visit

HospitalityLeaderspodcast.com.

On this episode of the Hospitality Leaders podcast, I’m joined by Sheffield Hale, President and CEO of the Atlanta History Center.

In recent years it seems that public discourse has become more uncivil, especially after two very stressful years of a pandemic. Sheffield often has an uncomfortably close look at this incivility, as Atlanta itself is a city rich in complex and often divisive history. Placing that sensitive subject matter into a hospitality setting, where difficult guests can be routine, would seem to be a recipe for disaster. Sheffield, however, uses his position to create the opportunity to return to a more civil culture.

With strict rules for his guests about how to engage the staff and each other, buy-in from his team, and a robust support system for employees who are put in difficult situations, the Atlanta History Center is a place where the best parts of education and hospitality are allowed to shine. Sheffield makes himself available for constant feedback from his frontline workers, and has a zero-tolerance policy for guests who break the agreed-upon “Rules of Civility.” With such a well-constructed framework for dealing with difficult situations, Sheffield and his team are often able to stop incivility before it begins.

• Sheffield Hale
• Atlanta History Center
• Atlanta History Center - LinkedIn
• The Rules of Civility
• Chris Cano
• Upshift

If you enjoyed today’s show, please leave a 5-Star review. For more information and links to all of the resources mentioned in today’s episode, visit

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On this episode of the Hospitality Leaders podcast, I’m joined by Mandi Graziano, Vice President of Global Accounts at Hospitality Performance Network, and author of the book Sales Tales.

Mandi has coined a term she calls “business bedside manner.” To Mandi, the “hospitality” in the hospitality industry shouldn’t just describe the products and services being sold, but the entire culture of how business is conducted. Oftentimes, leaders within the industry won’t hesitate to go above and beyond for the sake of the guest, pushing the boundaries of what it means to be patient and accommodating. The limits of that patience are usually a lot lower when dealing with fellow vendors, coworkers, or industry professionals.

To Mandi, that inconsistency cuts against what it means to be a hospitality leader, and the bedside manner we’ve developed for our guests should extend also to our peers in the industry. Making a concerted effort to be understanding and empathetic towards colleagues and strategic partners will go a long way not only to strengthen your own organization’s partnerships, but can help build a more resilient, reliable, and connected industry as a whole. This industry is not only about being hospitable to customers but to each other as well.

• Mandi Graziano
• Hospitality Performance Network
• Hospitality Performance Network - LinkedIn
• Sales Tales
• Chris Cano
• Upshift

If you enjoyed today’s show, please leave a 5-star review. For more information and links to all of the resources mentioned in today’s episode, visit

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On this episode of the Hospitality Leaders podcast, I’m joined by Craig Cavileer, CEO of the Silverton Casino and EVP of Majestic Realty Co.

Craig has a constant eye on future growth. That drive to scale up didn’t stop even during the worst of the Covid-19 pandemic. It just changed shape. To keep vertical momentum, Craig is a proponent of adaptability in an organization’s business model. Rather than try to settle into a “new normal” post-Covid, Craig prefers to think of these sweeping and unexpected global changes as a “new moment.” This outstanding mindset has him constantly on his toes, prepared for new unforeseen obstacles, rather than making him complacent to the status quo.

Another key part of Craig’s growth strategy is the trust he places in his fellow leaders. Craig has no illusions about being able to manage all his business ventures by himself. Instead, he seeks out talented and competent leaders and gets out of their way, trusting them to be successful managers.

By remaining flexible and democratizing his organization’s leadership, Craig has managed to maintain an upward trajectory through one of the most volatile market environments in recent memory.

• Craig Cavileer
• Silverton Casino
• Silverton Casino - LinkedIn
• Majestic Realty Co.
• Majestic Realty Co. - LinkedIn
• Chris Cano
• Upshift

If you enjoyed today’s show, please leave a 5-star review. For more information and links to all of the resources mentioned in today’s episode, visit

HospitalityLeaderspodcast.com.

On this episode of the Hospitality Leaders podcast, I’m joined by Dan Pelson, Chief Operating Officer at AREA15 in Las Vegas.

Dan’s establishment is right at home in the flashy, high-energy city of Las Vegas. The facility boasts a unique experience that can’t fully be put into words, and Dan himself says the best way to understand it is to experience it first-hand.

An organization like this couldn’t exist without having creative energy built into the foundation of the business culture. Dan and his fellow leaders meet constantly with potential vendors to try and find new and exciting ways to deliver a one-of-a-kind guest experience, but that creativity goes all the way to ground level. Dan seeks out employees who have quick-footed adaptability and who are willing to go above and beyond to interface with customers on a personal level.

To Dan, the appeal of his business is its uniqueness, and so his team has to maintain that appeal in their guest interactions. Encouraging a creative approach to problem solving and customer engagement has created an environment where, from a guest perspective, every element of AREA15 is consistent in its creative approach to hospitality.

• Dan Pelson
• AREA15
• AREA15 - LinkedIn
• Chris Cano
• Upshift

If you enjoyed today’s show, please leave a 5-star review. For more information and links to all of the resources mentioned in today’s episode, visit

HospitalityLeaderspodcast.com.