Crafting Personal Relationships and Profitable Revenue Centers Executive Profile: Taylor Hall
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Crafting Personal Relationships and Profitable Revenue Centers Executive Profile: Taylor Hall

Taylor Hall’s hospitality career began at age 22 as a recreation supervisor at the Marriott Harbor Beach in Fort Lauderdale. Over the past two decades, she has built an impressive career defined by a focus on innovation and a passion for people. As Vice President of Operations at Aperture Hotels, Taylor oversees multiple hotels in our portfolio.

Q: How did your career in hospitality begin?
A: My first hotel job was as a recreation supervisor at the Marriott Harbor Beach in Fort Lauderdale. I was just 22 years old, managing the beach and pool deck, and honestly, I thought it was all about fun in the sun. That changed when the general manager asked me to take over the bell stand—a department that wasn’t on my radar at all. At first, I resisted the idea. I didn’t see the value in it and didn’t understand how impactful the bell stand was to the overall guest experience. But I took the challenge, and it changed the way I looked at hotels.

I stayed in that role for over four years, and during that time, I transformed the bell stand into a seamless extension of the front desk.The bellmen began checking guests in and out, and they worked hand-in-hand with valet. It was a service enhancement that I was proud to implement. That experience taught me the importance of understanding how each department contributes to a hotel’s success.

Q: What has been a pivotal moment in your career?
A: There have been a few, but opening the Courtyard by Marriott in Lake George, New York, stands out. It was my first general manager role, and it came with so many challenges and opportunities. The Bistro wasn’t big enough to handle the volume of guests, so I built a full-service restaurant in just 30 days. It wasn’t easy, but the owner trusted me, and we made it work. In its first year, we also turned the Starbucks area into a retail-style coffee shop that generated $32,000 a month.

That role wasn’t just about operational success; it was personal, too. The move brought my family closer to my wife’s father, who passed away unexpectedly just eight months later. Looking back, I realize that experience was meant to be—for both my career and my personal life.

Q: Why do you think food and beverage has become one of your areas of specialty?
A: Food and beverage is always evolving. It’s not just about serving meals; it’s about creating experiences. Trends change so quickly, and staying ahead of them requires constant research and creativity. One of my favorite projects was at a previous hotel, where we converted an underutilized bar into a milkshake bar. It went from generating no revenue to $400,000 in its first year. I love finding ways to innovate and make spaces work harder for both the business and the guests.

Q: What advice would you give to someone looking to move up in hospitality?
A: My biggest advice is to stay curious. Ask questions, learn as much as you can, and don’t be afraid to take on roles that seem outside of your comfort zone. For me, taking on the bell stand early in my career was a turning point.It showed me that success often comes from embracing challenges and grinding it out. Put your head down, work hard, and remove the personal.

Q: What is a leadership lesson you’ve carried with you?
A: Early in my career, I had a team member tell me something that changed my perspective. She said, “You can’t have the same relationship with everyone on your team. People are different, and your relationship with each person has to reflect that.” It was a light bulb moment for me. I started tailoring my leadership style to each individual, learning things like Creole to connect with certain team members. That approach built trust and turned my department into a strong, cohesive team.

Q: What do you want to learn next?
A: I’m eager to expand my knowledge in acquisitions and new development.The development side of the business fascinates me, and I want to understand how to bring new projects to life—from the ground up.

Q: What is your prediction for the future of the hotel industry?
A: I believe lifestyle brands are going to dominate. Travelers want boutique-style properties with unique dining options and thoughtful designs that cater to both business and leisure needs. It’s all about blending the two—what I like to call “bleisure.” Hotels that create spaces for remote work and seamless transitions between business and leisure will lead the pack.

Q: If you weren’t in the hotel business, what would you do?
A: I’d probably work on a farm or run a bed and breakfast. I spend my free time building chicken coops and dreaming about a quieter, simpler life,but let’s be honest—this industry is in my blood. I’d probably end up turning the farm into an inn.

Q: What’s a memorable story from your time in hotels?

A: At the Marriott Harbor Beach, we hosted the Pro Bowl players one year. One night, while delivering welcome gifts to a room, my colleague and I walked in on a guest who was…let’s just say…in the middle of a private moment.We were mortified, but the guest casually told us to set the gifts down and carry on like it was nothing. It’s one of those moments that makes you realize this industry is full of surprises.