220: Breakfast Father Figures
Michael Broadhurst is the Chief Operating Officer at StepStone Hospitality, a lifelong hotelier who sprinted from dish pit to nightclub manager to senior posts with Marriott, Starwood, Crestline, and Crescent. He opened the Westin Reston, later led the Westin Arlington Gateway, and built a reputation for turnarounds driven by culture, coaching, and cross-discipline training. Susan and Michael talk about teams, transitions, and top-line revenue.
What You’ll Learn About:
• Why quick, personal, and approachable service beats fancy food every time
• How learning Rooms turbocharges a hotel career
• The Westin Arlington Gateway story—and how to revive a once-beloved flagship
• Culture first: rebuilding teams before chasing scores and stars
• When to walk away from an owner deal and the integrity lines you don’t cross
• Why management-company churn is rising, and how to avoid becoming a commodity
• A step-by-step takeover playbook that calms nerves and kills rumors
• Sales x Ops, not Sales vs Ops
• The full-service future: experiential stays, destination F&B, and activated spaces
• Solving owner–brand–operator misalignment
Our Top Three Takeaways
1. Culture Comes First in Turnarounds
When taking over a newly transitioned or underperforming hotel, Michael’s first priority is always stabilizing the team and rebuilding culture. He emphasizes transparency, reassurance, and respect, meeting with associates early to address fears about job security, benefits, and pay. His philosophy mirrors the Marriott fundamental: take care of your associates, and they’ll take care of your guests.
2. Integrity and Fit Matter More Than Growth
Michael insists that StepStone walks away from deals that don’t align with their values. He’s clear that integrity and impact outweigh expansion, rejecting “numbers on paper” deals or partnerships without shared ethics. His approach to ownership relationships is built on honesty, ROI clarity, and long-term collaboration. He’d rather under-promise and over-deliver than chase short-term wins.
3. The Future of Full-Service Hotels Is Experiential
Looking ahead, Michael predicts that full-service hotels will survive by becoming destinations, not just places to stay. Success will depend on differentiated experiences like vibrant F&B concepts, live entertainment, wellness and fitness activation, and localized service that connects emotionally with guests. He believes traditional “three-meal” models are obsolete; the new era of full service is about lifestyle, energy, and creating a sense of place that guests (and locals) seek out.
Michael Broadhurst on LinkedIn
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