Transcript
Caitlin: I worked as a management consultant before coming to Champagne Hospitality. I was McKinsey & Company, a large management consulting firm, not focused exclusively on hospitality. So it was very much like an outside view of the hospitality industry, which I think is actually pretty rare. Many folks in our industry grow up through the ranks and go through all the steps. And I frankly was on that path. I was at Starwood in an internship when it was acquired back in the day and went to Montage and I had a wonderful experience there. But I took the conscious step to go outside of the industry to learn how other people dissect problems. in a very successful way. So it’s very clear that it was at the time, it was clear to me that McKinsey knew how to like piece apart industry specific problems and find solutions to them. And so I spent a lot of time when I was there, specifically in the banking sector and in real estate. So I’m not touching hotels very much. I mean, I did some travel related things too, but I spent a lot of time in finance related industries. And what I learned was really how to dissect a problem that on its face seems very nebulous, so you don’t really know where to start, and then people like tend to brand these as like, oh, that’s like an industry problem. That’s something we all face and it’s insurmountable, right? and you learn how to really piecemeal it into things that you can control and figure out what makes sense for you. So, I’m very much a strategist by training.
Josiah: To bring that to life, can you briefly touch on a project that you went through so people can conceptualize the elements of what that process looks like?
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