As a newer hotel, there were still many operational “kinks” to work through, and in my experience the systems and tools needed to execute efficiently weren’t always in place. For a Hilton-managed property with access to broader organizational support, it was surprising how much we had to build from scratch instead of having an “opening toolkit” or standardized resources ready to deploy. At times, processes felt clunky and inefficient, which created unnecessary friction for teams who were working hard to deliver a high-level guest and client experience.
From a role perspective, workload and responsibilities were not always clearly defined. I often found myself taking on responsibilities above my job scope, including work that typically falls under leadership, without the recognition or credit that should come with that level of contribution. Over time, that can lead to burnout and reduced morale, even when the work itself is meaningful.
