February 16, 2025 • 32 mins
Eric shares how his love of cooking set in motion a lifelong career in the hotel industry. He talks about realizing leadership at any early age, how his leadership has evolved over time, and why character is the driving factor in building great teams. Eric discusses why his engagement with non-profits is so important for him, the important ways his employers have supported him in these endeavors, and his advice to his younger self.
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Episode Transcript
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Rachel Humphrey (00:03):
I am Rachel Humphrey with It's Personal
Stories, a hospitality podcast,and we are a nonprofit
organization dedicated toempowering personal success
within the hospitality industry.
Super excited to be joined todayby Eric Jacobs with Ambridge
Hospitality.
Eric, how are you doing?
Eric Jacobs (00:18):
I'm doing great.
It's great to see you, Rachel.
We've it's been over the years.
Just a pleasure to work with youand partner with you throughout
the different organizations thatwe've both been with.
But pleasure to be here thismorning.
Rachel Humphrey (00:31):
I am excited to jump right in.
As our listeners know, one ofthe things I love and I know you
love about the hospitalityindustry is you can really
create any path, chart any paththat you want to and still end
up in positions of leadership inthis industry.
So tell us a little bit aboutyou, your journey, and if you
think there were any momentsalong the way that were really
(00:51):
pivotal into shaping where youended up today.
Eric Jacobs (00:54):
Yeah, I I got brought into the industry when I
was eight years old in manyways.
My, my mom went back to work andmy dad who was very he grew up
in a family where we all had topitch in and I just remember my
dad saying, okay, you got Mondaynight, my brother had Tuesday
night, my other brother hadWednesday night, mom was going
back to work and we had to startmaking dinner and it had to be
on the table sometime betweensix and seven o'clock or, or
(01:16):
else.
And that's where I really foundmy entry into the hospitality
industry in some ways.
I've been an entrepreneur reallysit at a young age.
My dad was very much focused onteaching us business skills,
sales skills, things like that.
But at eight I started cookingand by the time I was 12 I was
in a kitchen.
(01:36):
Working washing dishes andchopping vegetables and doing
anything I could to really leanin on the culinary side.
And I really had a dream ofbecoming a chef.
That was my goal originallyreally go off to have my own
restaurant, things like that.
But it was really early on froma business perspective that my
dad instilled in all of us.
I remember at eight getting myfirst job as a paper boy.
(01:59):
walking in Sunday morning andsaying, Hey, where's my
allowance?
He's a, you're a working man.
Now it's on you.
I've been working my whole life.
The thing that he alwaysstressed was make sure you do
what you love and make sure yousurround your people, yourself
with people that share the samekinds of values and ideas about
how you approach the business.
And I'll talk a little bit moreabout that.
But so I pursued culinary veryhard.
(02:20):
By the time I was 14, I wasworking on a line, 14, four
nights a week.
Still throwing newspapers.
And by the time I was 16, I wasstill throwing newspapers,
working on a line.
And I started my first companywith the help of my dad.
So I had my first company whichwas a tent rental business for
catering events and golftournaments and things like
that.
(02:40):
So help me pay for college.
But really pursued food andbeverage background in
restaurant management, beveragemanagement Shoot.
I was 18 running a wine bar with700 wines and 400 different
types of beer back In the early80s before craft beer was really
an accepted, business today andat 18 here I was running a
(03:01):
restaurant and I couldn't evendrink it.
So I've been around, the foodand beverage a lot.
It took me to UNLV I was hadinterviewed or had applied at
some of the other institutionsand I ended up at UNLV.
I also had a love for sports andfootball.
And when I went for my interviewat the time, I had an
(03:21):
opportunity to meet thequarterback coach was from my
hometown.
And he said, Hey, let's go tolunch.
You're here for interviews.
And he took me and I met theequipment managers, the managers
for the football team before theend of lunch, I had a full ride
scholarship to UNLV's hotelprogram.
So that's why I ended up atUNLV.
But it was to pursue my passionaround.
Really hospitality, really afocus on culinary.
(03:44):
My dad really wanted me to go tobusiness school first before I
went to a culinary institution.
That way I could blend thebusiness and the love of
impassioned around food.
Ultimately when I, my dad passedwhen I was a junior and in
college, and that really forcedme to make some decisions.
I needed to get to work, help mymom, do some of those things and
(04:06):
ended up really taking amanagement training program back
then at the day, Stouffer Hotelsand Resorts, which was a really
quality operating company at thetime, great management company.
Along the way, I've continued toserve that passion around food
and beverage.
I've had restaurants along theway with a partner.
(04:27):
As we all know, restaurantbusiness is really hard for
every 10, everyone that opens 10closes.
So we've experienced some ofthat, the challenges of that.
And I think probably I stayed inthe hotel business and stayed on
the upside.
I was really keen on food andbeverage, ended up being food
and beverage operations, outletmanagement, banquet convention
(04:49):
services, sales and catering.
I'm really a person that hastruly grown up in the business
and probably done almost everyrole at the hotel level.
The exception of being really aGM.
But it was I ended up in salesand national sales and that was
all in a very short period oftime.
So let's say between 22 and 28,I had multiple different roles,
(05:09):
food and beverage operationsconvention, and ultimately in
sales.
And it was somewhere in the midnineties, which is when the
brands were just starting toreally franchise.
Certainly send it was out thereand days in, and they were
franchising best Westerncertainly was out there and
doing theirs.
IHG had launched holiday andexpress in the early nineties.
But think about this.
(05:30):
Marriott hadn't really gone fullblown franchising.
They opened their firstfranchise in 1990 with Bruce
White on a Fairfield in Hiltonwasn't franchising at the time
in the mid nineties.
It wasn't until the latenineties and certainly the
purchase of promise that reallytook franchising that way.
And it was in the 9096 that Igot a call from a previous sales
(05:50):
leader who had taken overdevelopment at I H G and said,
How would you like to dofranchise development, franchise
sales?
And I said, give me a minute.
We had computers that barely andI got online like, All right,
hold on a second.
And so here I am a student ofthe industry, gone to hotel
school.
And I'm being, I'm finallylearning that the big brands
(06:12):
don't own all their hotels.
And that their growth plan inNorth America was really to
accelerate franchising.
And so in many ways, I feel likeI, for the last 30 years, I've
grown up around that franchisingmodel and that franchising
model.
So you think about all thebrands today.
One, I didn't and then this isone of the things when I go back
to business school or to thehotel schools is help these
(06:32):
students to understand that theworld is so much broader than
just being an operator, which iswhat I thought when I was coming
out of UNLV.
If I you said if you would askme at 22 what your goal would
have been the GM of the GrandHyatt while a right.
That would have been my ultimaterole.
And by the time I'm in my mid tolate thirties, I'm figuring out
how do I own the Grand Hyatt.
(06:52):
There was such a transformationand a lack of understanding of
how our industry work.
But I also feel like for thelast 30 years, the word
franchising and the partnershipsbetween ownership groups.
The movement to private equitycoming into our space has been a
huge education around realestate ownership.
(07:13):
So I've really had a many ways,I think the benefit of growing
up in or, accelerating my careeraround this franchise business
model.
Many of us have and it's beenwonderful to me.
I love the fact that people,talk to me a lot.
What do you love about ourbusiness?
And so we have people in thehotel business and you have
people in the business of hotelsand they're very two different
(07:33):
folks and how we approach ourbusiness.
But I love the understanding ofthe real estate, understanding
that we drive value throughthese associates and GM's and
that it's a very complexcommercial real estate model
that has lots of moving parts.
And it's the people that, bringour hotels to life.
Otherwise they're justbuildings.
(07:54):
And so I think my journey aroundthis franchising model spending
time in operations, helpingowners really to achieve their
goals, Has really been probablythe joy.
And just a path I'd neverthought I'd still thought I
would become a chef one day,have my own restaurant somewhere
in wine country.
We were talking about thatearlier in the wine country.
And but maybe that goal willstill be there one day.
Rachel Humphrey (08:16):
You never know.
Yeah.
Eric Jacobs (08:19):
And I've worked for wonderful companies too, whether
it was IHG back then, HolidayInn Worldwide.
And then have the opportunity towork at Hilton and and
experience their particularly asthey were just getting into the
franchising business in the latenineties, early twos when they
bought promise and then have a20 year run at Marriott in the
development side and launchingnew brands and things like that.
(08:39):
It's just been an absolute joy.
I've looked back on every momentand said I'm so blessed about
the opportunities that folksentrusted me in the teams that
I've had been able to lead andlearn from them.
It's just been an absolute Idon't know what else I would
have done other than, stayed inthe sports management side and
ultimately become a footballcoach.
That would have been my onlyother train.
So
Rachel Humphrey (09:00):
well, so many incredible lessons.
First of all, I will tell you,you are not the first guest
advisor to say that your firstjob was throwing newspapers.
That's actually something wehear pretty regularly.
But I also love that you learnedat an early lesson, both when
you were going to UNLV, when youmade it over to IHG, the
importance of relationships andnetworking and relying on
(09:21):
relationships that you had builtgenuinely for other reasons and
propelling things forward.
And we'll talk about that in alittle bit.
I wanted to talk about.
The idea of leadershipgenerally.
Sometimes when I interviewpeople, they'll say, I knew I
was born to lead like from theday when others will say, you
know what?
I still am surprised that peoplecall me a leader today.
Where do you fall on thatspectrum?
(09:42):
When you're thinking about yourown journey, as far as being a
leader goes,
Eric Jacobs (09:47):
there was a very pivotal point.
I was 13 years old.
In my life, and I had made a badchoice, and I remember the
conversation with my dad, and heput me at the fork, and he
basically said, you have twopaths one, you can lead, or you
can follow, and I want you to bethe leader and.
(10:11):
There was a that moment in timewhere my dad really challenged
me to say, look, you're a brightyoung man.
You've got but you're makingsome bad choices.
And so you have a choice whetherto lean in to be the leader or
to be the follower.
And that day that I had madethat bad choice, I was being the
follower instead of the leader.
(10:32):
And that was really the point hewas trying to make.
You have a choice.
And I think it's at that pointwhere the word leadership and
the expectation that my mom anddad had for me really propelled
me.
From that point on, I was instudent body leadership.
I was class president from 7th,8th, 9th, 10th, 11th, 12th.
(10:55):
So very involved in schoolactivities.
I was captain in the footballteam.
I was willing to step away anddo things that I wanted to do.
I had a Many people don't knowthis about me, but I love to sew
and I've been sewing since theseventh grade, mostly because
most of the stuff in woodshopand metal shop was boring to me
because I'd always been workingwith my hands.
My dad said, why don't you take,why don't you take sewing?
(11:16):
There's a good chance of meetingyoung ladies that way.
But I ended up, so I still sewwhen I can, I'm actually
teaching my six year oldgranddaughter how to sew.
She got her sewing machine overthe holidays, so we're still
leaning in on that.
But it's really, that was thatpivotal point.
I had a choice to make as ayoung man, and my dad really
impressed upon you.
You didn't go this direction orthis direction.
(11:37):
If you go this direction, it'sabout leadership.
I think I'm sure we all haveheard this.
You're, if you hang out withturkeys, you're a turkey.
If you hang out with eagles,you're an eagle.
90 percent of your reputationand how you're going to act and
behave are the people that putaround you.
And so that, that was thatmoment in my time.
And then I had people throughoutmy junior high and high school
(11:57):
career education leaders,football coach, things like
that, that really influential insaying, look, you have the,
people follow you, you have anenergy and a focus around caring
about people, caring about thepurpose that you're focused on
and people want to be a part ofthat.
And so I really, I feel was veryblessed that I had people along
(12:18):
the early, junior high and highschool.
I can name names today, still intouch with many of them, those
who are still alive.
And I still thank them today forpouring into me as a young
leader even in my teens.
And I think it's it, that's whenI realized that, I was going to
be a leader of men and women.
And that, but that was a trueit's a commitment.
(12:38):
And it's choices.
And I think throughout my careeras I've built teams and I've
taken on new roles, I've reallyrealized that, it's the holding
yourself accountable to a highstandard and everybody else
around you.
Ultimately, that's what peopleare attracted to.
My kids hear it all the time.
Adults are like Children.
(12:59):
We all need discipline andaccountability, but none of us
want going to ask for it.
But when we set up those kindsof things, people feel and
gravitate towards that.
And so if it was probably, it'sprobably a long answer, but I
can see different pointsthroughout my career, and it
doesn't mean that I haven'tstumbled along the way and I've
been graciously picked up byleaders and say, Hey, here's a
(13:22):
moment, just like my dad didwhen I was 13.
You might, this is how you'reshowing up.
And is that really what youwant?
And you can drive more successby thinking about it differently
or approaching it differently.
So I've had some people alongthe way that have been really
helpful.
and shaping my leadershipthroughout my career and never
being willing to just accept.
I've made it and now I'm good.
Rachel Humphrey (13:45):
Actually, again, some great things.
One of the threads that I'mnoticing, though, is how
impactful your dad's words havebeen with you.
Throughout the course of bothyour career and your life, and
how that has really formed a lotof decisions for you.
You just talked about this kindof evolution of leadership, and
I believe very strongly inreflecting and evolving and
(14:07):
trying to figure out what we cando differently and better.
Sometimes, as we evolve, thereare things we get better at, and
sometimes there are things thatwe get worse at.
Do you find in your leadershipthat there are things that
you've been very intentionalabout developing or improving?
And then what has gotten worseover time for you?
Eric Jacobs (14:27):
So I probably one of the, for those who know me,
I'm a charger, I'm a driver.
And and I'm passionate.
I'm passionate, no reason to doanything unless we do it with
full on complete passion aroundit.
And sometimes that passion andthat eagerness to win, not
personally, but to have the teamwin comes off as aggressive and
(14:49):
maybe stifling to some folks.
And so I have certain leadersI'll choose Liam Brown for one
of them.
Who would would try, I would, Ihe mentioned to this, me, he
says, Eric, I just, I want tomake sure you're so smart.
You're so passionate, but youjust need to slow down some time
and allow people to speak first,two ears and one mouth.
(15:09):
And I'm really, I believe I'mreally good on the sales side.
But when I got into theorganization, I had to be
reminded to allow people toexpress their ideas.
And that's something that heheld me accountable.
Really, for most of my career atMarriott, we'd be in meetings
and I'd make sure, after an houror two after I pick up the phone
and say, Hey, how did I show uptoday?
(15:31):
So it was something he reallychallenged me on, and I'm very
cognizant of it.
And I think, as I've taken onthis new role at Ambridge, even
more senior role than I had atMarriott, making sure you stop
and listen and ask questions ofthe associates around you.
It is a skill that I've watchedtime and time again.
(15:51):
That's led Arnie Sorenson wasvery good at this.
I used to work for an individualTushar Patel at Tarsadia
Investments.
He was very good at making surehe took advantage of the people
around the table, theirknowledge, their perspective, to
(16:11):
make sure that we were makingthe best decision that we are.
So again, I think that's onearea that I continue to make
sure I'm keeping myselfaccountable on and even asked my
new boss, Craig Smith, that Icame to work for him.
hold me accountable therebecause I have this tendency.
And it's not about a personalwin for me.
I want us to be the best that wecan be.
So it's that passion of, and Iwant everybody to have that same
(16:33):
kind of passion, but I got tobring people along sometimes on
that passion.
I think so it's something I'mvery aware of and it's but it's
still a bit of a challenge forme.
So in some ways I feel like I'mdoing better.
But I still think, I'm notanswering it with the same,
question with both.
But it was something that'scalled out to me.
Rachel Humphrey (16:51):
How interesting, though, Eric, to
have also a leader investedenough in you and your growth to
not only mention it.
But to continue to hold youaccountable and for you to hold
yourself accountable on thatadvice back.
So it wasn't just a one time,hey, here's something you can do
to improve, but really makingsure that became an important
(17:15):
part of continually developingyour leadership style.
Eric Jacobs (17:20):
Yeah, and it's something I've also been able to
now coach on to because it's areal, just had this situation
last week where somebody gotpromoted and I just got to
remind them as they go higher inthe ranks.
What you say has bigger impactand people are listening and
sometimes, even harder andthey're watching you.
(17:40):
And so your position as you riseup in the ranks, you have to be
cognizant of what you say andhow you behave.
Everybody in the organization iswatching.
And that is something I've beenreally cognizant of.
And in just in my most recent, Ihad just had my six month review
with Craig and I asked him aboutthat.
I said, how, and he, we all haveour days but it's a good
(18:02):
reminder that when the closeryou move to the top of the
organization, walking the talk,showing up every day, taking
time to listen, lean in on yourassociates, give them the
opportunity to express ideas andthings like that, not shut them
down is probably one of the bestleadership skills we can develop
(18:22):
and will ultimately propel ourcompany to, to better
performance and accountabilityand all the good things that
people expect of us at Enbridge.
Rachel Humphrey (18:30):
We've been talking about how others have
helped develop you as a leader,and you mentioned wanting to be
there and do the same for yourteam.
You have been known throughoutthe industry as building some
really incredible teams anddeveloping that talent within.
How do you identify when you arenot just in that initial hiring,
(18:51):
but maybe identifying thoserising leaders?
Is there an it factor?
What are you looking for?
Do you notice common Things inthose that you've really poured
the most into.
You know what I noticed?
This is something that I'mreally gravitating towards in
developing leaders.
This is welcome to the twothousands where the door is
(19:11):
going
Eric Jacobs (19:12):
to
Rachel Humphrey (19:13):
ring.
Yeah,
Eric Jacobs (19:17):
There's a couple of quotes that we've used and one
that I really gravitated.
I don't exactly quote it forverbatim, but it's a Warren
Buffett quote that we've used.
I've used in hiring my teamsover the last probably 15, 18
years.
And it's a quote that basicallysays we hire for acumen, hustle
and character, integrity.
(19:38):
And if they don't have Integrityor character than you hope
they're dumb and lazy and it'sessentially that we feel like if
we could bring male men andwomen Into our group that were
people of high character thatbelieved in the mission believed
in themselves Gave each otherthe benefit of the doubt When
we're trying to you know grapplewith tough situations Being
(20:00):
having the forum to be able tospeak their mind Have a great,
healthy debate.
So we can get differentperspectives.
That's really what has been.
'cause we felt if we, by thetime we're bringing somebody on,
their character is probably inplace.
Mom and dad probably instilledit in'em or their experiences,
so by the time we're trying tobring somebody on, we can teach
people finance, we can teachpeople real estate and
(20:22):
franchising negotiations.
We can teach people.
But having that character andbringing that to the table is
really important.
And I, whether it was, the lastbig team that we built we all,
the Ty and Tom Onken and TyTurman, we built the development
team at Marriott and SelectService.
We said this, we're going tohire men and women of high
(20:43):
character and then we'll teachthem everything else with it if
they have a gap and that'sreally what we've lived by.
And I think it's served us well.
I've also, though, just, lookingat giving people, I think that's
the other thing.
People want autonomy.
They want to know that they havethe ability to make decisions.
And again, I'm in an industry,I'm not operating on somebody.
(21:05):
So I'm not going to die if Imake a mistake, but, giving
people the opportunity.
And this is something that wasgiven to me as well within the
Marriott organization, giving methe autonomy to go make my run
my business.
And own the mistakes, but alsoown the success and the mistakes
or the failures are not.
These are just learningopportunities.
(21:26):
So instilling with peoplewithout risk, you don't learn.
And so Many ways we want you to.
to go and push the envelope andmake decisions.
And we need to empower you andgive you all the tools and
resources and put you in a placeof success.
But we want you to be empowered.
And so that would be the otherleadership trait we want.
(21:46):
I want people on my team to knowthat they are fully empowered to
go make decisions.
And in fact, between hiringcharacter and building autonomy
within our team, those probablythe two biggest things that
propelled our success atMarriott, particularly in the
last 10 years when I was runningthat development group.
I think those are the two that Iwould highlight.
Rachel Humphrey (22:05):
Wow.
And that's such an importantlesson too, as we are talking
with and bringing up the nextgeneration that, skills and
smarts are definitely there, butlooking at character is such an
important part of that hiringprocess and character and
integrity is an interestingthing to segue into.
I always love to share with our.
audience.
(22:25):
One of the reasons that I haveasked someone to join the
program as a guest advisor.
And when you and I first met,obviously I was at a Hoa, you
were at Marriott, may have metyou when I was lawyering before
that, as you were doing somedeals.
But we really were drawn to oneanother through the program.
through your involvement withboards and nonprofits and
(22:46):
association work.
And as part of that was reallyyour unwavering commitment to
the fight against humantrafficking at a time that
really, the industry was notspecifically focused there.
There was not as many programsas much attention throughout the
industry.
I have a couple of questions.
One is why it was so important.
(23:06):
It is and remains for you suchan important part of your
leadership to not just look atthe industry from a business
side, but from a social andhuman side.
But then also sticking with theidea of leadership is what types
of leadership lessons do youlearn from your involvement with
these organizations that aremaybe different than you've
learned through your corporaterelationships and corporate
(23:29):
roles?
Eric Jacobs (23:30):
Yeah.
I will really highlight that,that core values of the Marriott
family and the company reallyhelp, for an executive, giving
me space to actually lean in onsome of these passions, right?
And they were Tony knew andArnie knew that I had a real
passion around helping peoplearound the world that I, and
that I had a passion forChildren and protection of
(23:52):
Children.
And so when Marriott launchedthe human trafficking training
and then decided to partner withECPAT USA I got the call and
said, Hey, how would you like tobe on their board?
Now I was already serving onsome other boards one with
extreme response international,which is working in different
parts of the world in reallyextreme poverty situations.
(24:14):
So social human traffickingeducation really a challenge.
These are the hardest places inthe world.
And so blending that passionaround people yeah.
and the protection of Children.
Marriott really pushed me andgave me the opportunity to sit
on a pass board.
And so just continuing to learn.
Now, when I go back to Marriott,Marriott has has always
(24:36):
instilled it.
Listen, a hotel is an impactfulbusiness and we're all over the
world.
They were 130 plus countries anda hotel can be a central point,
not just for guests who arestaying with us, but for the
associates who work there.
And it's always been theirphilosophy that the business in
the, in that local market canhave an impact.
(24:56):
And so it's some of those thingsthat Marriott really opened my
eyes to.
So how do I blend my businessacumen and passion for people to
making the world a better place?
I will say that, my kids were 12or 13 and so dad, we want to go
on a on a service trip toEcuador and mom signed you up as
(25:18):
a as a as a, I'm sorry, I justlost the word, but to go down
there with, I'm sorry.
Was like, yeah I can't do this.
I don't have time, business andthings like that and say,
Basically, Sally said, No, youneed to do this.
Your kids are passionate aboutit.
And it opened the doors of howdo I serve in the world?
And that was, almost, 20 yearsago.
(25:39):
And it's really that door thatopened me up and opened my eyes
to where I can make adifference.
Am I going to change the wholeworld tomorrow?
No.
But if I can change one family,one child's life, protect one
child's life I'll make adifference in this world.
And leaning in with that patleaning in with the company
around human trafficking, doingthe right thing, not just, and
by the way, human traffickingreally says something to the
(26:03):
associates too.
When we're saying, Hey, we needyou to be trained.
We need you to, we're allempowered to do something for
people who are who can't don'thave a voice who are vulnerable
in this world.
And.
Think about the thousands, themillions of rooms we have around
the world.
We know that the hotel industrycan make an impact on this and
(26:23):
still passionate about it.
Still thinking about ways justat a bridge on how we might,
instill this in our own company.
I'm still pushing for the brandsto make this a brand standard
that they that every hotelshould go through this training.
Every hotel should have a plan.
Every hotel should make astatement.
I'll highlight the, the workthat New York state has done.
(26:45):
If you go into a hotel roomtoday on the back of the door,
it's generally say, Hey, if yousee something, say something.
And it's empowering people andgiving them a voice that we're
all in this to protect childrenand protect people who are
vulnerable.
And I think we need to stayfocused on it.
And the hotel industryabsolutely has a way and a
strength to move that needle.
I really do.
Rachel Humphrey (27:05):
I love hearing how much the compassionate side
is a critical part of yourleadership as well.
Showcasing that it's just morethan just the business acumen or
the skill set.
Eric, I could catch up with youall day.
We are going to run out of timeas I expected that we would.
I'm going to end with two kindof quick fires.
We've talked a little bit aboutevolution and reflection of our
(27:27):
journeys.
And one of the questions I lovethe most is our advice to our.
21 year old selves, and I thinkthat it really is important for
us to think back if we knew whatwe know today.
What would we do differently?
What would we tell ourselves?
So when you think back to Ericat UNLV, getting ready to
graduate, what would you tellyourself about how things turn
(27:49):
out for you or maybe somethingyou wish you'd known then?
Eric Jacobs (27:52):
Yeah.
And I do go back to theuniversities.
I'm at Penn state, Cal Poly,UNLV.
Anytime a business school or ahotel school wants me to come
and speak because I absolutelylove this industry And a lot of
the advice that I give to thestudents and I think about our
industry a lot of people viewthe hotel industry as just
operations and so The advice toone is to keep your eyes open
(28:15):
for unique opportunities to leanin on your passions, but around
the industry I spoke at pennstate pretty regularly over the
last six or seven years not inthe hotel school You Although I
speak there but in the businessschool and I always open up with
our industry is open to all ofyou and we need accountants and
we need lawyers and we needpeople with different passions
(28:36):
And that's I wish I would haveknown that when I was coming out
of school that because I reallyWent to a school that was very
focused on operations.
Cornell tends to be focused onfinance and consulting and deal
structuring and so but You Idon't think students clearly
understand the opportunity thatour industry has.
(28:57):
And so I think of the otherpiece of advice.
So keep your eyes open forthings that really are your
passion.
And when you're 22, you thinkyou might know what it is.
But you're still findingyourself.
And so be open to tryingdifferent things.
Be willing to be pushed and putin uncomfortable situations.
I just experienced that threeyears ago.
(29:18):
Got voluntold into a role, atthe age of 50, 50.
three to go do somethingcompletely different than
anything I could ever done.
And I truly say I got voluntold.
But out of that so taking thatrisk and trusting the leaders
that asked me to do it and theysaw that they believed in me
that I could go do it.
But it was a big lift for me anda big challenge.
(29:40):
So being willing to take thoserisks.
The other advice I'd say tomyself, younger self, knowing
what I know today is if I, andmaybe I'm doing that with my
kids today invest in hotels,find ways to, be an investor and
an owner in hotels.
I wish I would have known what Iknow today around our ability,
not just to work in a hotel, butto own a hotel and be an owner.
(30:03):
I've, grown up around the AsianAmerican families and watch the
first and second generationsreally accelerate their
businesses.
I've learned a lot from them.
I've also learned a lot fromthese entrepreneurs.
And so many ways my kids are, myoldest son who just bought his
first hotel.
He has said, I'm standing onyour shoulders.
(30:23):
I could go do what you do, or Icould start, with the commentary
that you're giving me, which isyou can go work at a hotel, but
wouldn't it be more fun to ownthe hotel?
And so not that hotel ownershipis always fun.
Don't get me wrong, but I thinkthat'd be one piece of advice.
Keep your eyes open for theinvestment side.
And it doesn't have to be a bigfull service.
(30:43):
Start small and grow from therebecause that's one of the
greatest lessons I've learnedfrom the asian american
community.
Watching the progression of thehoa organization families coming
over by small businesses and nowthey own big businesses.
And be an entrepreneur today.
I think I'd be willing to takethose risks.
And when you fail, it's not afailure.
It's just learning.
(31:03):
It's a learned.
What might I do differently?
And and that's the other thing.
Embrace failure.
I think that's the other thing.
But you embrace risk.
The risk comes with failure.
And be okay with failure.
And as long as you don't keepmaking the same mistake, then
it's not failure.
Then it's a learned lesson.
So let's think about it thatway,
Rachel Humphrey (31:22):
I wish I had
Eric Jacobs (31:24):
to take it more risks are
Rachel Humphrey (31:25):
relatable to me.
I absolutely believe in thesliding doors and be open to new
opportunities.
I think if we are very tunnelvisioned on things, then we're
going to miss out on greatchances and take risks.
Like you said, and Absolutely.
This idea of our industry, youcan be anything you want to be
in the hospitality industry.
And that's one of the thingsthat makes it so special.
(31:46):
As do the relationships that webuild and Eric, I am really
delighted to have you and tohave our friendship and our
business relationship.
And I really appreciate yourjoining us today.
Eric Jacobs (31:58):
Thank you, Rachel, very much.
Rachel Humphrey (32:00):
And for those who enjoyed my time with Eric
today, we hope you'll head overto itspersonalstories.
com and hear from over 200 otherhospitality industry leaders who
have likewise shared theirincredible personal journeys and
the insights they've learnedalong the way.
Have a good afternoon.
I am Rachel Humphrey with It's Personal
Stories, a hospitality podcast,and we are a nonprofit
organization dedicated toempowering personal success
within the hospitality industry.
Super excited to be joined todayby Eric Jacobs with Ambridge
Hospitality.
Eric, how are you doing?
Eric Jacobs (00:18):
I'm doing great.
It's great to see you, Rachel.
We've it's been over the years.
Just a pleasure to work with youand partner with you throughout
the different organizations thatwe've both been with.
But pleasure to be here thismorning.
Rachel Humphrey (00:31):
I am excited to jump right in.
As our listeners know, one ofthe things I love and I know you
love about the hospitalityindustry is you can really
create any path, chart any paththat you want to and still end
up in positions of leadership inthis industry.
So tell us a little bit aboutyou, your journey, and if you
think there were any momentsalong the way that were really
(00:51):
pivotal into shaping where youended up today.
Eric Jacobs (00:54):
Yeah, I I got brought into the industry when I
was eight years old in manyways.
My, my mom went back to work andmy dad who was very he grew up
in a family where we all had topitch in and I just remember my
dad saying, okay, you got Mondaynight, my brother had Tuesday
night, my other brother hadWednesday night, mom was going
back to work and we had to startmaking dinner and it had to be
on the table sometime betweensix and seven o'clock or, or
(01:16):
else.
And that's where I really foundmy entry into the hospitality
industry in some ways.
I've been an entrepreneur reallysit at a young age.
My dad was very much focused onteaching us business skills,
sales skills, things like that.
But at eight I started cookingand by the time I was 12 I was
in a kitchen.
(01:36):
Working washing dishes andchopping vegetables and doing
anything I could to really leanin on the culinary side.
And I really had a dream ofbecoming a chef.
That was my goal originallyreally go off to have my own
restaurant, things like that.
But it was really early on froma business perspective that my
dad instilled in all of us.
I remember at eight getting myfirst job as a paper boy.
(01:59):
walking in Sunday morning andsaying, Hey, where's my
allowance?
He's a, you're a working man.
Now it's on you.
I've been working my whole life.
The thing that he alwaysstressed was make sure you do
what you love and make sure yousurround your people, yourself
with people that share the samekinds of values and ideas about
how you approach the business.
And I'll talk a little bit moreabout that.
But so I pursued culinary veryhard.
(02:20):
By the time I was 14, I wasworking on a line, 14, four
nights a week.
Still throwing newspapers.
And by the time I was 16, I wasstill throwing newspapers,
working on a line.
And I started my first companywith the help of my dad.
So I had my first company whichwas a tent rental business for
catering events and golftournaments and things like
that.
(02:40):
So help me pay for college.
But really pursued food andbeverage background in
restaurant management, beveragemanagement Shoot.
I was 18 running a wine bar with700 wines and 400 different
types of beer back In the early80s before craft beer was really
an accepted, business today andat 18 here I was running a
(03:01):
restaurant and I couldn't evendrink it.
So I've been around, the foodand beverage a lot.
It took me to UNLV I was hadinterviewed or had applied at
some of the other institutionsand I ended up at UNLV.
I also had a love for sports andfootball.
And when I went for my interviewat the time, I had an
(03:21):
opportunity to meet thequarterback coach was from my
hometown.
And he said, Hey, let's go tolunch.
You're here for interviews.
And he took me and I met theequipment managers, the managers
for the football team before theend of lunch, I had a full ride
scholarship to UNLV's hotelprogram.
So that's why I ended up atUNLV.
But it was to pursue my passionaround.
Really hospitality, really afocus on culinary.
(03:44):
My dad really wanted me to go tobusiness school first before I
went to a culinary institution.
That way I could blend thebusiness and the love of
impassioned around food.
Ultimately when I, my dad passedwhen I was a junior and in
college, and that really forcedme to make some decisions.
I needed to get to work, help mymom, do some of those things and
(04:06):
ended up really taking amanagement training program back
then at the day, Stouffer Hotelsand Resorts, which was a really
quality operating company at thetime, great management company.
Along the way, I've continued toserve that passion around food
and beverage.
I've had restaurants along theway with a partner.
(04:27):
As we all know, restaurantbusiness is really hard for
every 10, everyone that opens 10closes.
So we've experienced some ofthat, the challenges of that.
And I think probably I stayed inthe hotel business and stayed on
the upside.
I was really keen on food andbeverage, ended up being food
and beverage operations, outletmanagement, banquet convention
(04:49):
services, sales and catering.
I'm really a person that hastruly grown up in the business
and probably done almost everyrole at the hotel level.
The exception of being really aGM.
But it was I ended up in salesand national sales and that was
all in a very short period oftime.
So let's say between 22 and 28,I had multiple different roles,
(05:09):
food and beverage operationsconvention, and ultimately in
sales.
And it was somewhere in the midnineties, which is when the
brands were just starting toreally franchise.
Certainly send it was out thereand days in, and they were
franchising best Westerncertainly was out there and
doing theirs.
IHG had launched holiday andexpress in the early nineties.
But think about this.
(05:30):
Marriott hadn't really gone fullblown franchising.
They opened their firstfranchise in 1990 with Bruce
White on a Fairfield in Hiltonwasn't franchising at the time
in the mid nineties.
It wasn't until the latenineties and certainly the
purchase of promise that reallytook franchising that way.
And it was in the 9096 that Igot a call from a previous sales
(05:50):
leader who had taken overdevelopment at I H G and said,
How would you like to dofranchise development, franchise
sales?
And I said, give me a minute.
We had computers that barely andI got online like, All right,
hold on a second.
And so here I am a student ofthe industry, gone to hotel
school.
And I'm being, I'm finallylearning that the big brands
(06:12):
don't own all their hotels.
And that their growth plan inNorth America was really to
accelerate franchising.
And so in many ways, I feel likeI, for the last 30 years, I've
grown up around that franchisingmodel and that franchising
model.
So you think about all thebrands today.
One, I didn't and then this isone of the things when I go back
to business school or to thehotel schools is help these
(06:32):
students to understand that theworld is so much broader than
just being an operator, which iswhat I thought when I was coming
out of UNLV.
If I you said if you would askme at 22 what your goal would
have been the GM of the GrandHyatt while a right.
That would have been my ultimaterole.
And by the time I'm in my mid tolate thirties, I'm figuring out
how do I own the Grand Hyatt.
(06:52):
There was such a transformationand a lack of understanding of
how our industry work.
But I also feel like for thelast 30 years, the word
franchising and the partnershipsbetween ownership groups.
The movement to private equitycoming into our space has been a
huge education around realestate ownership.
(07:13):
So I've really had a many ways,I think the benefit of growing
up in or, accelerating my careeraround this franchise business
model.
Many of us have and it's beenwonderful to me.
I love the fact that people,talk to me a lot.
What do you love about ourbusiness?
And so we have people in thehotel business and you have
people in the business of hotelsand they're very two different
(07:33):
folks and how we approach ourbusiness.
But I love the understanding ofthe real estate, understanding
that we drive value throughthese associates and GM's and
that it's a very complexcommercial real estate model
that has lots of moving parts.
And it's the people that, bringour hotels to life.
Otherwise they're justbuildings.
(07:54):
And so I think my journey aroundthis franchising model spending
time in operations, helpingowners really to achieve their
goals, Has really been probablythe joy.
And just a path I'd neverthought I'd still thought I
would become a chef one day,have my own restaurant somewhere
in wine country.
We were talking about thatearlier in the wine country.
And but maybe that goal willstill be there one day.
Rachel Humphrey (08:16):
You never know.
Yeah.
Eric Jacobs (08:19):
And I've worked for wonderful companies too, whether
it was IHG back then, HolidayInn Worldwide.
And then have the opportunity towork at Hilton and and
experience their particularly asthey were just getting into the
franchising business in the latenineties, early twos when they
bought promise and then have a20 year run at Marriott in the
development side and launchingnew brands and things like that.
(08:39):
It's just been an absolute joy.
I've looked back on every momentand said I'm so blessed about
the opportunities that folksentrusted me in the teams that
I've had been able to lead andlearn from them.
It's just been an absolute Idon't know what else I would
have done other than, stayed inthe sports management side and
ultimately become a footballcoach.
That would have been my onlyother train.
So
Rachel Humphrey (09:00):
well, so many incredible lessons.
First of all, I will tell you,you are not the first guest
advisor to say that your firstjob was throwing newspapers.
That's actually something wehear pretty regularly.
But I also love that you learnedat an early lesson, both when
you were going to UNLV, when youmade it over to IHG, the
importance of relationships andnetworking and relying on
(09:21):
relationships that you had builtgenuinely for other reasons and
propelling things forward.
And we'll talk about that in alittle bit.
I wanted to talk about.
The idea of leadershipgenerally.
Sometimes when I interviewpeople, they'll say, I knew I
was born to lead like from theday when others will say, you
know what?
I still am surprised that peoplecall me a leader today.
Where do you fall on thatspectrum?
(09:42):
When you're thinking about yourown journey, as far as being a
leader goes,
Eric Jacobs (09:47):
there was a very pivotal point.
I was 13 years old.
In my life, and I had made a badchoice, and I remember the
conversation with my dad, and heput me at the fork, and he
basically said, you have twopaths one, you can lead, or you
can follow, and I want you to bethe leader and.
(10:11):
There was a that moment in timewhere my dad really challenged
me to say, look, you're a brightyoung man.
You've got but you're makingsome bad choices.
And so you have a choice whetherto lean in to be the leader or
to be the follower.
And that day that I had madethat bad choice, I was being the
follower instead of the leader.
(10:32):
And that was really the point hewas trying to make.
You have a choice.
And I think it's at that pointwhere the word leadership and
the expectation that my mom anddad had for me really propelled
me.
From that point on, I was instudent body leadership.
I was class president from 7th,8th, 9th, 10th, 11th, 12th.
(10:55):
So very involved in schoolactivities.
I was captain in the footballteam.
I was willing to step away anddo things that I wanted to do.
I had a Many people don't knowthis about me, but I love to sew
and I've been sewing since theseventh grade, mostly because
most of the stuff in woodshopand metal shop was boring to me
because I'd always been workingwith my hands.
My dad said, why don't you take,why don't you take sewing?
(11:16):
There's a good chance of meetingyoung ladies that way.
But I ended up, so I still sewwhen I can, I'm actually
teaching my six year oldgranddaughter how to sew.
She got her sewing machine overthe holidays, so we're still
leaning in on that.
But it's really, that was thatpivotal point.
I had a choice to make as ayoung man, and my dad really
impressed upon you.
You didn't go this direction orthis direction.
(11:37):
If you go this direction, it'sabout leadership.
I think I'm sure we all haveheard this.
You're, if you hang out withturkeys, you're a turkey.
If you hang out with eagles,you're an eagle.
90 percent of your reputationand how you're going to act and
behave are the people that putaround you.
And so that, that was thatmoment in my time.
And then I had people throughoutmy junior high and high school
(11:57):
career education leaders,football coach, things like
that, that really influential insaying, look, you have the,
people follow you, you have anenergy and a focus around caring
about people, caring about thepurpose that you're focused on
and people want to be a part ofthat.
And so I really, I feel was veryblessed that I had people along
(12:18):
the early, junior high and highschool.
I can name names today, still intouch with many of them, those
who are still alive.
And I still thank them today forpouring into me as a young
leader even in my teens.
And I think it's it, that's whenI realized that, I was going to
be a leader of men and women.
And that, but that was a trueit's a commitment.
(12:38):
And it's choices.
And I think throughout my careeras I've built teams and I've
taken on new roles, I've reallyrealized that, it's the holding
yourself accountable to a highstandard and everybody else
around you.
Ultimately, that's what peopleare attracted to.
My kids hear it all the time.
Adults are like Children.
(12:59):
We all need discipline andaccountability, but none of us
want going to ask for it.
But when we set up those kindsof things, people feel and
gravitate towards that.
And so if it was probably, it'sprobably a long answer, but I
can see different pointsthroughout my career, and it
doesn't mean that I haven'tstumbled along the way and I've
been graciously picked up byleaders and say, Hey, here's a
(13:22):
moment, just like my dad didwhen I was 13.
You might, this is how you'reshowing up.
And is that really what youwant?
And you can drive more successby thinking about it differently
or approaching it differently.
So I've had some people alongthe way that have been really
helpful.
and shaping my leadershipthroughout my career and never
being willing to just accept.
I've made it and now I'm good.
Rachel Humphrey (13:45):
Actually, again, some great things.
One of the threads that I'mnoticing, though, is how
impactful your dad's words havebeen with you.
Throughout the course of bothyour career and your life, and
how that has really formed a lotof decisions for you.
You just talked about this kindof evolution of leadership, and
I believe very strongly inreflecting and evolving and
(14:07):
trying to figure out what we cando differently and better.
Sometimes, as we evolve, thereare things we get better at, and
sometimes there are things thatwe get worse at.
Do you find in your leadershipthat there are things that
you've been very intentionalabout developing or improving?
And then what has gotten worseover time for you?
Eric Jacobs (14:27):
So I probably one of the, for those who know me,
I'm a charger, I'm a driver.
And and I'm passionate.
I'm passionate, no reason to doanything unless we do it with
full on complete passion aroundit.
And sometimes that passion andthat eagerness to win, not
personally, but to have the teamwin comes off as aggressive and
(14:49):
maybe stifling to some folks.
And so I have certain leadersI'll choose Liam Brown for one
of them.
Who would would try, I would, Ihe mentioned to this, me, he
says, Eric, I just, I want tomake sure you're so smart.
You're so passionate, but youjust need to slow down some time
and allow people to speak first,two ears and one mouth.
(15:09):
And I'm really, I believe I'mreally good on the sales side.
But when I got into theorganization, I had to be
reminded to allow people toexpress their ideas.
And that's something that heheld me accountable.
Really, for most of my career atMarriott, we'd be in meetings
and I'd make sure, after an houror two after I pick up the phone
and say, Hey, how did I show uptoday?
(15:31):
So it was something he reallychallenged me on, and I'm very
cognizant of it.
And I think, as I've taken onthis new role at Ambridge, even
more senior role than I had atMarriott, making sure you stop
and listen and ask questions ofthe associates around you.
It is a skill that I've watchedtime and time again.
(15:51):
That's led Arnie Sorenson wasvery good at this.
I used to work for an individualTushar Patel at Tarsadia
Investments.
He was very good at making surehe took advantage of the people
around the table, theirknowledge, their perspective, to
(16:11):
make sure that we were makingthe best decision that we are.
So again, I think that's onearea that I continue to make
sure I'm keeping myselfaccountable on and even asked my
new boss, Craig Smith, that Icame to work for him.
hold me accountable therebecause I have this tendency.
And it's not about a personalwin for me.
I want us to be the best that wecan be.
So it's that passion of, and Iwant everybody to have that same
(16:33):
kind of passion, but I got tobring people along sometimes on
that passion.
I think so it's something I'mvery aware of and it's but it's
still a bit of a challenge forme.
So in some ways I feel like I'mdoing better.
But I still think, I'm notanswering it with the same,
question with both.
But it was something that'scalled out to me.
Rachel Humphrey (16:51):
How interesting, though, Eric, to
have also a leader investedenough in you and your growth to
not only mention it.
But to continue to hold youaccountable and for you to hold
yourself accountable on thatadvice back.
So it wasn't just a one time,hey, here's something you can do
to improve, but really makingsure that became an important
(17:15):
part of continually developingyour leadership style.
Eric Jacobs (17:20):
Yeah, and it's something I've also been able to
now coach on to because it's areal, just had this situation
last week where somebody gotpromoted and I just got to
remind them as they go higher inthe ranks.
What you say has bigger impactand people are listening and
sometimes, even harder andthey're watching you.
(17:40):
And so your position as you riseup in the ranks, you have to be
cognizant of what you say andhow you behave.
Everybody in the organization iswatching.
And that is something I've beenreally cognizant of.
And in just in my most recent, Ihad just had my six month review
with Craig and I asked him aboutthat.
I said, how, and he, we all haveour days but it's a good
(18:02):
reminder that when the closeryou move to the top of the
organization, walking the talk,showing up every day, taking
time to listen, lean in on yourassociates, give them the
opportunity to express ideas andthings like that, not shut them
down is probably one of the bestleadership skills we can develop
(18:22):
and will ultimately propel ourcompany to, to better
performance and accountabilityand all the good things that
people expect of us at Enbridge.
Rachel Humphrey (18:30):
We've been talking about how others have
helped develop you as a leader,and you mentioned wanting to be
there and do the same for yourteam.
You have been known throughoutthe industry as building some
really incredible teams anddeveloping that talent within.
How do you identify when you arenot just in that initial hiring,
(18:51):
but maybe identifying thoserising leaders?
Is there an it factor?
What are you looking for?
Do you notice common Things inthose that you've really poured
the most into.
You know what I noticed?
This is something that I'mreally gravitating towards in
developing leaders.
This is welcome to the twothousands where the door is
(19:11):
going
Eric Jacobs (19:12):
to
Rachel Humphrey (19:13):
ring.
Yeah,
Eric Jacobs (19:17):
There's a couple of quotes that we've used and one
that I really gravitated.
I don't exactly quote it forverbatim, but it's a Warren
Buffett quote that we've used.
I've used in hiring my teamsover the last probably 15, 18
years.
And it's a quote that basicallysays we hire for acumen, hustle
and character, integrity.
(19:38):
And if they don't have Integrityor character than you hope
they're dumb and lazy and it'sessentially that we feel like if
we could bring male men andwomen Into our group that were
people of high character thatbelieved in the mission believed
in themselves Gave each otherthe benefit of the doubt When
we're trying to you know grapplewith tough situations Being
(20:00):
having the forum to be able tospeak their mind Have a great,
healthy debate.
So we can get differentperspectives.
That's really what has been.
'cause we felt if we, by thetime we're bringing somebody on,
their character is probably inplace.
Mom and dad probably instilledit in'em or their experiences,
so by the time we're trying tobring somebody on, we can teach
people finance, we can teachpeople real estate and
(20:22):
franchising negotiations.
We can teach people.
But having that character andbringing that to the table is
really important.
And I, whether it was, the lastbig team that we built we all,
the Ty and Tom Onken and TyTurman, we built the development
team at Marriott and SelectService.
We said this, we're going tohire men and women of high
(20:43):
character and then we'll teachthem everything else with it if
they have a gap and that'sreally what we've lived by.
And I think it's served us well.
I've also, though, just, lookingat giving people, I think that's
the other thing.
People want autonomy.
They want to know that they havethe ability to make decisions.
And again, I'm in an industry,I'm not operating on somebody.
(21:05):
So I'm not going to die if Imake a mistake, but, giving
people the opportunity.
And this is something that wasgiven to me as well within the
Marriott organization, giving methe autonomy to go make my run
my business.
And own the mistakes, but alsoown the success and the mistakes
or the failures are not.
These are just learningopportunities.
(21:26):
So instilling with peoplewithout risk, you don't learn.
And so Many ways we want you to.
to go and push the envelope andmake decisions.
And we need to empower you andgive you all the tools and
resources and put you in a placeof success.
But we want you to be empowered.
And so that would be the otherleadership trait we want.
(21:46):
I want people on my team to knowthat they are fully empowered to
go make decisions.
And in fact, between hiringcharacter and building autonomy
within our team, those probablythe two biggest things that
propelled our success atMarriott, particularly in the
last 10 years when I was runningthat development group.
I think those are the two that Iwould highlight.
Rachel Humphrey (22:05):
Wow.
And that's such an importantlesson too, as we are talking
with and bringing up the nextgeneration that, skills and
smarts are definitely there, butlooking at character is such an
important part of that hiringprocess and character and
integrity is an interestingthing to segue into.
I always love to share with our.
audience.
(22:25):
One of the reasons that I haveasked someone to join the
program as a guest advisor.
And when you and I first met,obviously I was at a Hoa, you
were at Marriott, may have metyou when I was lawyering before
that, as you were doing somedeals.
But we really were drawn to oneanother through the program.
through your involvement withboards and nonprofits and
(22:46):
association work.
And as part of that was reallyyour unwavering commitment to
the fight against humantrafficking at a time that
really, the industry was notspecifically focused there.
There was not as many programsas much attention throughout the
industry.
I have a couple of questions.
One is why it was so important.
(23:06):
It is and remains for you suchan important part of your
leadership to not just look atthe industry from a business
side, but from a social andhuman side.
But then also sticking with theidea of leadership is what types
of leadership lessons do youlearn from your involvement with
these organizations that aremaybe different than you've
learned through your corporaterelationships and corporate
(23:29):
roles?
Eric Jacobs (23:30):
Yeah.
I will really highlight that,that core values of the Marriott
family and the company reallyhelp, for an executive, giving
me space to actually lean in onsome of these passions, right?
And they were Tony knew andArnie knew that I had a real
passion around helping peoplearound the world that I, and
that I had a passion forChildren and protection of
(23:52):
Children.
And so when Marriott launchedthe human trafficking training
and then decided to partner withECPAT USA I got the call and
said, Hey, how would you like tobe on their board?
Now I was already serving onsome other boards one with
extreme response international,which is working in different
parts of the world in reallyextreme poverty situations.
(24:14):
So social human traffickingeducation really a challenge.
These are the hardest places inthe world.
And so blending that passionaround people yeah.
and the protection of Children.
Marriott really pushed me andgave me the opportunity to sit
on a pass board.
And so just continuing to learn.
Now, when I go back to Marriott,Marriott has has always
(24:36):
instilled it.
Listen, a hotel is an impactfulbusiness and we're all over the
world.
They were 130 plus countries anda hotel can be a central point,
not just for guests who arestaying with us, but for the
associates who work there.
And it's always been theirphilosophy that the business in
the, in that local market canhave an impact.
(24:56):
And so it's some of those thingsthat Marriott really opened my
eyes to.
So how do I blend my businessacumen and passion for people to
making the world a better place?
I will say that, my kids were 12or 13 and so dad, we want to go
on a on a service trip toEcuador and mom signed you up as
(25:18):
a as a as a, I'm sorry, I justlost the word, but to go down
there with, I'm sorry.
Was like, yeah I can't do this.
I don't have time, business andthings like that and say,
Basically, Sally said, No, youneed to do this.
Your kids are passionate aboutit.
And it opened the doors of howdo I serve in the world?
And that was, almost, 20 yearsago.
(25:39):
And it's really that door thatopened me up and opened my eyes
to where I can make adifference.
Am I going to change the wholeworld tomorrow?
No.
But if I can change one family,one child's life, protect one
child's life I'll make adifference in this world.
And leaning in with that patleaning in with the company
around human trafficking, doingthe right thing, not just, and
by the way, human traffickingreally says something to the
(26:03):
associates too.
When we're saying, Hey, we needyou to be trained.
We need you to, we're allempowered to do something for
people who are who can't don'thave a voice who are vulnerable
in this world.
And.
Think about the thousands, themillions of rooms we have around
the world.
We know that the hotel industrycan make an impact on this and
(26:23):
still passionate about it.
Still thinking about ways justat a bridge on how we might,
instill this in our own company.
I'm still pushing for the brandsto make this a brand standard
that they that every hotelshould go through this training.
Every hotel should have a plan.
Every hotel should make astatement.
I'll highlight the, the workthat New York state has done.
(26:45):
If you go into a hotel roomtoday on the back of the door,
it's generally say, Hey, if yousee something, say something.
And it's empowering people andgiving them a voice that we're
all in this to protect childrenand protect people who are
vulnerable.
And I think we need to stayfocused on it.
And the hotel industryabsolutely has a way and a
strength to move that needle.
I really do.
Rachel Humphrey (27:05):
I love hearing how much the compassionate side
is a critical part of yourleadership as well.
Showcasing that it's just morethan just the business acumen or
the skill set.
Eric, I could catch up with youall day.
We are going to run out of timeas I expected that we would.
I'm going to end with two kindof quick fires.
We've talked a little bit aboutevolution and reflection of our
(27:27):
journeys.
And one of the questions I lovethe most is our advice to our.
21 year old selves, and I thinkthat it really is important for
us to think back if we knew whatwe know today.
What would we do differently?
What would we tell ourselves?
So when you think back to Ericat UNLV, getting ready to
graduate, what would you tellyourself about how things turn
(27:49):
out for you or maybe somethingyou wish you'd known then?
Eric Jacobs (27:52):
Yeah.
And I do go back to theuniversities.
I'm at Penn state, Cal Poly,UNLV.
Anytime a business school or ahotel school wants me to come
and speak because I absolutelylove this industry And a lot of
the advice that I give to thestudents and I think about our
industry a lot of people viewthe hotel industry as just
operations and so The advice toone is to keep your eyes open
(28:15):
for unique opportunities to leanin on your passions, but around
the industry I spoke at pennstate pretty regularly over the
last six or seven years not inthe hotel school You Although I
speak there but in the businessschool and I always open up with
our industry is open to all ofyou and we need accountants and
we need lawyers and we needpeople with different passions
(28:36):
And that's I wish I would haveknown that when I was coming out
of school that because I reallyWent to a school that was very
focused on operations.
Cornell tends to be focused onfinance and consulting and deal
structuring and so but You Idon't think students clearly
understand the opportunity thatour industry has.
(28:57):
And so I think of the otherpiece of advice.
So keep your eyes open forthings that really are your
passion.
And when you're 22, you thinkyou might know what it is.
But you're still findingyourself.
And so be open to tryingdifferent things.
Be willing to be pushed and putin uncomfortable situations.
I just experienced that threeyears ago.
(29:18):
Got voluntold into a role, atthe age of 50, 50.
three to go do somethingcompletely different than
anything I could ever done.
And I truly say I got voluntold.
But out of that so taking thatrisk and trusting the leaders
that asked me to do it and theysaw that they believed in me
that I could go do it.
But it was a big lift for me anda big challenge.
(29:40):
So being willing to take thoserisks.
The other advice I'd say tomyself, younger self, knowing
what I know today is if I, andmaybe I'm doing that with my
kids today invest in hotels,find ways to, be an investor and
an owner in hotels.
I wish I would have known what Iknow today around our ability,
not just to work in a hotel, butto own a hotel and be an owner.
(30:03):
I've, grown up around the AsianAmerican families and watch the
first and second generationsreally accelerate their
businesses.
I've learned a lot from them.
I've also learned a lot fromthese entrepreneurs.
And so many ways my kids are, myoldest son who just bought his
first hotel.
He has said, I'm standing onyour shoulders.
(30:23):
I could go do what you do, or Icould start, with the commentary
that you're giving me, which isyou can go work at a hotel, but
wouldn't it be more fun to ownthe hotel?
And so not that hotel ownershipis always fun.
Don't get me wrong, but I thinkthat'd be one piece of advice.
Keep your eyes open for theinvestment side.
And it doesn't have to be a bigfull service.
(30:43):
Start small and grow from therebecause that's one of the
greatest lessons I've learnedfrom the asian american
community.
Watching the progression of thehoa organization families coming
over by small businesses and nowthey own big businesses.
And be an entrepreneur today.
I think I'd be willing to takethose risks.
And when you fail, it's not afailure.
It's just learning.
(31:03):
It's a learned.
What might I do differently?
And and that's the other thing.
Embrace failure.
I think that's the other thing.
But you embrace risk.
The risk comes with failure.
And be okay with failure.
And as long as you don't keepmaking the same mistake, then
it's not failure.
Then it's a learned lesson.
So let's think about it thatway,
Rachel Humphrey (31:22):
I wish I had
Eric Jacobs (31:24):
to take it more risks are
Rachel Humphrey (31:25):
relatable to me.
I absolutely believe in thesliding doors and be open to new
opportunities.
I think if we are very tunnelvisioned on things, then we're
going to miss out on greatchances and take risks.
Like you said, and Absolutely.
This idea of our industry, youcan be anything you want to be
in the hospitality industry.
And that's one of the thingsthat makes it so special.
(31:46):
As do the relationships that webuild and Eric, I am really
delighted to have you and tohave our friendship and our
business relationship.
And I really appreciate yourjoining us today.
Eric Jacobs (31:58):
Thank you, Rachel, very much.
Rachel Humphrey (32:00):
And for those who enjoyed my time with Eric
today, we hope you'll head overto itspersonalstories.
com and hear from over 200 otherhospitality industry leaders who
have likewise shared theirincredible personal journeys and
the insights they've learnedalong the way.
Have a good afternoon.
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