October 31, 2025 • 37 mins
Step into the lobby with us and meet Victoria Fabio, a people and culture leader who grew up roaming the Gramercy Park Hotel and went on to transform workplaces across Soho House, Four Seasons, The Sydell Group, SALT Hotels, and CORE. Her story weaves together childhood memories, hard-earned lessons, and a blueprint for safer, smarter, and more human hospitality.
We dig into traditional HR and modern people and culture, and why the companies that win invest first in their teams. Victoria breaks down how empowered staff make better decisions, how honest feedback prevents “surprise” terminations, and why culture—not perks—drives performance and retention. Nightlife gets a special focus: dim lights and packed rooms demand stronger policies, clearer training, and a “buddy system” that pairs new hires with pros so they have backup when the stakes spike.
The conversation pushes past compliance to talk about life on the line: drugs and alcohol in an industry that requires 24/7 operations, second chances that actually work, and compassionate return-to-work paths that protect both people and brand. We also get candid about career fit—how linear promotions can derail top performers, and how to chart roles that honor strengths without losing momentum. Victoria also shares the vision behind the EmpowerHER Hospitality Collective, a growing network offering coaching, community, and a practical playbook for women leaders across hotels, restaurants, and private clubs.
If you care about hospitality culture, employee safety, and building teams that guests can feel from check-in to last call, this conversation delivers field-tested ideas you can use tomorrow. Subscribe, share with a colleague who needs a lift, and leave a review with your biggest takeaway—we’ll feature our favorites on a future show.
Thanks for listening! If you liked our episode today, please like, share, and comment!
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_00 (00:04):
Welcome to Hotel Daddy.
I'm your host, Blake Danner.
Today, I'm speaking withVictoria Fabio.
In this episode, we'll diveright in and get to know
Victoria, exploring her uniquejourney and the stories that
have helped shape her career andhospitality.
With Vic, I know you can expectsome candid conversations, some
honest reflections.
Whether you're an industryinsider or you just love a good
(00:26):
story, you're in the rightplace.
So hey, sit back and listen totwo old friends dish a bit.
Grab your favorite drink, settlein, and enjoy the ride as we
open the doors to Oto Back.
Victoria Fabio is a visionaryleader dedicated to enhancing
workplace culture andchampioning female empowerment
within the hospitality sector.
As the founder of the EmpowerHer Hospitality Collective, a
(00:50):
pioneering brand that supportswomen in hospitality, Victoria
is passionate about developing acommunity that nurtures the next
generation of female leadersthrough mentorship, resources,
and networking opportunities.
In her exclusive consultancywith CORE, as the Chief People
and Culture Officer, Victoriafocuses on delivering bespoke
consulting exclusively for thecore brand, utilizing her
(01:12):
extensive expertise to fosterinclusive workplace environments
and drive talent developmentstrategies.
Previously, Victoria served asChief People Officer and
Director of Talent Developmentat SALT Hotels, where she
implemented significantinitiatives aimed at enhancing
employee experience andprogression.
Having held several seniorpositions at industry-leading
(01:34):
companies like the Sadell Group.
Hey, I know that one.
Soho House and Four Seasons,Victoria boasts a wealth of
knowledge regarding theintricacies of hospitality
management and culturedevelopment.
Vic, I'm so happy to have youhere.
SPEAKER_01 (01:48):
Oh, I know.
I was thinking as you werereading that, I was like, this
is what it's like when I listento like celebrity podcasts and
like actors introducing likeanother actor and all their
Oscars and Academy Awards.
I'm like, well, this is as closeas I'm ever gonna get.
I love it.
SPEAKER_00 (02:07):
I only did half your bio because I wanted to have
time to talk to you.
By the way, so you know you areguest number one, episode number
one.
This is the first.
So thank you for agreeing to bemy first guest.
So when I was thinking about,you know, who should be the
first guest?
Who should I like?
I don't know, who should I callon?
I was like, okay, wait a minute.
It's gotta be someone who islike clearly an industry expert.
Acknowledge people, respectthem, know them, check you.
(02:30):
Then I was like, I really wantedto be a friend because I think
I'm gonna be nervous.
So check you.
And then I thought, yeah, andit's gotta be someone who just
gives zero F's.
SPEAKER_01 (02:40):
And I was like, Vic.
I love when I check all theboxes.
Isn't that the goal in life?
To check all the boxes.
SPEAKER_00 (02:48):
Honey, it was check, check, check.
All right.
So listen, we're gonna startevery episode around here with
something I like to call who'sin the lobby.
You ready?
SPEAKER_01 (02:58):
Okay, here we go.
Yes.
SPEAKER_00 (03:00):
I'm gonna throw some rapid fire at you, and you're
just gonna tell me first thingsin your mind.
Here we go.
What's your name?
SPEAKER_01 (03:06):
Victoria.
SPEAKER_00 (03:07):
Zodiac sign.
Aries.
Favorite fashion designer.
Chloe.
Cosmo or martini?
Martini.
Favorite animal.
SPEAKER_01 (03:17):
Dog.
SPEAKER_00 (03:18):
I knew that one.
Adorable, adorable.
I love the Instagrams.
Dream vacation.
SPEAKER_01 (03:22):
Depends on the time of year.
Summer.
Europe.
SPEAKER_00 (03:26):
Best NYC bar for a proper drink.
SPEAKER_01 (03:30):
Ooh.
I'm gonna have to say right now,I'm really loving Cassatua.
SPEAKER_00 (03:38):
All right.
Well, I take that one.
When are you gonna take me, bythe way?
Heels are flats.
SPEAKER_01 (03:43):
Flats during the commute, heels once I enter the
building.
SPEAKER_00 (03:46):
Oh my god, I love options.
All right.
Favorite fitness activity.
SPEAKER_01 (03:51):
Right now it's Pilates.
SPEAKER_00 (03:53):
Okay.
And I've known you for a while,so that's changed.
We're gonna talk about thatlater.
A final question.
And this one's a toughie.
On a scale of zero to 10, 10 is,oh my gosh, it's great.
How do you rate the currentpolitical environment?
SPEAKER_01 (04:06):
One.
SPEAKER_00 (04:08):
And we move on.
All right.
Vic.
Hey, listen, I've known you fora long time.
I know a lot about you, but Iactually don't know what got you
into hospitality.
And I think we should just kindof table set for the folks and
start at the beginning.
What drove you to this industry?
SPEAKER_01 (04:24):
This is such an interesting one because I've
been telling this story a lotwith the collective and just
different networking events thatI'm speaking at.
But what I didn't know as achild, I was surrounded by
hospitality because my motherand my stepfather owned a
private members' club in theGramercy Park Hotel.
What?
Yeah.
SPEAKER_00 (04:43):
Hold on.
I have known you for 15 years.
This is the first time I haveever heard that story.
SPEAKER_01 (04:49):
Yes.
SPEAKER_00 (04:50):
Carry on.
I am intrigued.
SPEAKER_01 (04:52):
We're going back to the 80s before the Grammar Sea
Park Hotel was super evolved andsexy in a modern way, but this
was back when bands like TheClash were staying at the
Gramercy Park Hotel.
My mother and stepfather owned aprivate members' club that was a
games club.
So where members would come andthey would play gin and
backgammon and Texas Hold'em.
(05:13):
And there was a properrestaurant, bar, several
different rooms.
And so I would go to schoolevery day.
And after school, I would go tothe hotel and I would have
dinner at the club.
And then my mother would walk mehome.
So it was very much a part of mylife.
Paul Schaefer lived in theGramacy Park Hotel.
I would see him in the lobby.
Back back in the days, mostpeople won't be able to relate
(05:34):
to this, but when there was anactual newsstand that sold
cigarettes and magazines andnewspapers and candy and gum.
And these people were like myfamily.
And for everyone from thedorman, when I would come in and
leave the hotel to people at thefront desk, this was sort of
something that in the moment Idon't think was resonating.
For sure, friends that hadparents that did different
(05:57):
things when they were aroundthought it was very cool and
unique, but it never reallyresonated with me that it was
anything long-lasting.
Right.
It just was sort of how I lovedit.
SPEAKER_00 (06:09):
That's what my parents did.
SPEAKER_01 (06:10):
It was fun, really always planned for a career in
fashion.
And that was sort of always howI planned what I wanted to do.
After going to school forfashion and spending a few years
working in fashion in New YorkCity, specifically in
production, I came to realizethat I love fashion for me.
(06:33):
I love having fashion in mylife.
I love being expressive throughfashion, but working in fashion
is not for me.
SPEAKER_00 (06:41):
If anyone's ever followed you on Instagram, the
love of fashion is immediate.
It's a good follow, kids.
SPEAKER_01 (06:47):
Thank you.
Yeah.
And so leaning back on the timethat I spent in and around the
family business, I had a friendwho was a one-person people and
culture show at a small boutiquehotel in Midtown.
All of her stories were wild.
(07:08):
Like the stories, it was a unionhotel, 136 Keys, the Muse Hotel.
Mark Brussel was the jam.
I was always sort of taken bythat.
All of these stories aboutpeople not getting along and
then this crazy union.
Like, what was this all about?
And as I look back now, I thinkabout as a child roaming around
the Gramercy Park Hotel, likethe relationships between guests
(07:31):
and employees, the relationshipsbetween employees and other
employees.
Things that in the moment Iprobably didn't pick up on, but
I remember sort of having afront row seat to all of that.
Long story short, manyconversations.
This friend said, like, look, Ireally think in hospitality, you
really belong in back then.
(07:53):
I'll say the HR word.
Like it was HR.
You really belong in this.
You're fascinated by therelationships, like you just
need to learn.
But this is something that youshould really, really try to do.
So she put in the budget forthat next year an additional
body because she was aone-person show, 136 keys, union
hotel, but one restaurant, not aton going on.
(08:15):
And it was approved.
And so she brought me on in avery junior role, working side
by side with someone in a smallhotel like that, someone who was
gracious enough to include youin meetings and expose you to
everything that's happening.
I really sort of picked up onit.
And I very quickly recognizedthat I had a knack for one, the
(08:37):
relationship piece and two, themost important piece, which was
conflict resolution and sort ofunderstanding how to get to the
belly of what the real issuewas.
We spent almost two yearstogether, and then she got an
amazing role and was moving on.
I was lucky enough to havesomeone like Mark Brisken, who
(09:00):
believed in growing people andgave me a shot to be the
director.
SPEAKER_00 (09:05):
Took a chance.
SPEAKER_01 (09:06):
He took a chance, and that was really the
beginning.
SPEAKER_00 (09:09):
So many things to follow up on.
And you said it.
You said, I'll say it, HR.
Let's go back and talk.
Tell me in your mind thedifference between HR and people
in culture.
Because I think you and I wouldsay they're different.
SPEAKER_01 (09:22):
100%.
And it's so funny how now it'sjust to such a point where
anytime anyone says HR aroundme, I just have to correct them.
The distinction really lies infocus and approach.
HR emphasizes to meadministrative tasks and
compliance and nods to a timewhere really people that worked
(09:44):
in HR, the word personnel comesto mind.
Their main responsibility waspaper pushing, making sure that
people were signed up for theright things.
They didn't really have a seatat the table.
While I feel like now,especially in our industry and
many others, it's evolved quitea bit.
I think people and cultureprioritizes really employee
(10:07):
engagement and a positive workenvironment.
We act as a strategic partner,aligning people initiatives with
business goals rather than beingsolely transactional.
The employee experience, thefocus is on enhancing employee
well-being and satisfaction,creating inclusivity, fostering
a sense of belonging, agility,people and culture embraces
(10:29):
adaptability to new workforcetrends, promoting innovation and
responsiveness.
And really cultural impact,right?
That's the big culture word, thebig C word.
I think that people in cultureviews organizational culture as
a key driver of success,essential for attracting talent
(10:50):
and improving performance.
I mean, overall, people inculture represents a more
comprehensive strategic approachtowards managing an
organization's most valuableasset, which are its people.
SPEAKER_00 (11:00):
So think about the companies in our space today.
And by that I mean pretty muchlifestyle hospitality.
Think about the companies thatare truly successful today.
What's different about them?
It's the culture.
SPEAKER_01 (11:12):
Yeah, it's the culture and its founders,
whether it's a founder-ledcompany, however, the company is
set up structurally, there arepeople that believe in the
people piece and understand thatbottom line results come from
being best in class.
And being best in class meansfocusing more on your employees
(11:37):
than you're focused on theguest.
Love it.
And that means paying a team toreally be dedicated to taking
care of those people.
SPEAKER_00 (11:45):
What you've just articulated really well is
there's been this migration fromHR to kind of people in culture.
Because I think what we realizeis that checking off the I-9 box
and auditing things is notmaking us successful.
Creating a culture where ouremployees feel supported and
part of the process and have thetools for success and are
compensated well, that is whatmakes a successful organization.
(12:08):
And so not surprising that youwork for some really
entrepreneurial organizationsthat understand that.
SPEAKER_01 (12:13):
Totally.
There are so many people thathave shifted from operations or
different disciplines into thepeople space because they
recognize when they were inthese other roles how important
the connection to the peoplepiece is.
And that it's important that thepeople team is made up of a
robust group of people withdifferent backgrounds who
(12:37):
understand from an operationalperspective what teams need,
what kind of support they need,what are they missing?
What's missing in the teamdynamic, right?
Because when they need to buildteams, who are they engaging
with?
They're engaging with the peopleteam.
SPEAKER_00 (12:52):
One of the things you said at the top when you
were talking about yourexperience at the Gramacy Park
Hotel was, you know, PaulSchaefer lived there and the
doorman knew them and theyinteracted.
And the guests, and I say allthe time, we work in a really
interesting environment, right?
Our guests are staying in theproperty.
Our colleagues interact withthem in very sometimes intimate
(13:13):
ways, you know, whether it's inthe room cleaning or taking
their laundry down.
It's a very intimaterelationship.
And I think because of that, italso brings up some very unique
and interesting situations alongthe way.
You and I worked together formany years, and I was the COO of
a company heading uppreparations, you were heading
up people in culture, and a lotof stuff came across our desks,
(13:36):
right?
And crazy stuff.
You and I would just shake ourhead and be like, okay.
But one of the things I alwaysrespected about you is I'll
never forget it was probably aFriday afternoon, and we got a
phone call, and something hadhappened at the property, and
you looked at me and you said,you know, Blake, we hire these
young colleagues, we put themin, you know, sexy outfits, we
put them in darkly lit, sexydesigned bars, and there's a
(13:59):
bunch of alcohol around them.
Then somebody tries to getsurprised that stuff happens.
You just you shook your head andyou said, the environment makes
things happen.
But you always understood not tofreak out at the thing that
happened, but to think aboutokay, what was your
responsibility to make itbetter, to make it safer, to
exude the environment, but tocontinue to be the calm voice
(14:23):
that created a safe space forpeople.
SPEAKER_01 (14:26):
We for sure have had our situations.
And I think, look, hospitalityis a blend of different things.
It's not just rooms, it'srestaurants, it's bars, it's
events.
There's so many different thingsgoing on.
And I think we have aresponsibility to create a safe,
supportive environment.
100%.
Especially in nightlife, most ofthe staff is younger in high
(14:49):
pressure environments.
I mean, it can get really crazy.
And it's more than just, youknow, I think a lot of companies
lean on legal counsel, but thisinvolves much more than legal
compliance.
It's about really fostering aculture of safety and respect.
SPEAKER_00 (15:05):
I'm gonna argue that if you're leaning on legal
counsel to solve, it's too late.
One of the great things you andI did, and you interacted, you
interjected, you figured outsolutions.
You were like, I'm gonna get inthere and talk through this
before it ever gets to legal.
I'm gonna help solve theproblem.
I'd love to talk about that fora second because in our space,
the industry leaders are theones who can engage and solve.
(15:27):
Waiting for it to get to legalstrikes me as a really, frankly,
lazy solution.
SPEAKER_01 (15:31):
Yes.
Another reason why that happensis because there are people who
may not be qualified in thepeople roles.
And there may be brands thatdon't have people departments
where it comes to nightlife.
And also people who have notbeen trained to deal with these
types of situations.
This is not about a couple oftardies and a couple of no-call
(15:54):
no-shows.
This is about oftentimes contactbetween a guest and an employee,
uncomfortable contact.
This could be about someonedrinking on the job or doing
drugs on the job, or even worse.
And if people aren't trained tounderstand how to properly
investigate, how to haveconversations, who to talk to,
(16:17):
what does that process looklike?
When these are topics that arelikely uncomfortable
conversations, how do you setthe tone for that in the room?
Imagine being someone in a roleresponsible for doing that, but
you've never had any training.
So I could imagine in thosesituations where it's like,
let's just call the lawyer,let's just call the lawyer.
(16:38):
But to your point, it's reallyabout the right companies, the
companies that are doing itright, have set up strategies
for a safe environment, whetherit's cultural awareness
training, empowered decisionmaking, encouraging younger
employees to make decisionsregarding their safety, such as
refusing service to peoplewho've had too much to drink.
SPEAKER_00 (17:01):
Amen.
Feeling empowered that you havethat ability.
You can make that call.
Don't care who the guest is,don't care how important they
think they are.
If you're the one serving andyou want to make the call,
empower them to make that call.
SPEAKER_01 (17:12):
Totally.
And I'm a huge fan of, and thisis something that I've sort of
reignited for some clients.
I'm a huge fan of.
Call it a buddy system, call ita mentorship program.
But you've a young person,especially coming into the
nightlife world, they need to bepaired with someone who's a pro,
who's been doing it for a while.
It can be really gnarly tonavigate.
(17:34):
Well-being also in hospitalityin general, we spend more time
at work than we do at home.
24-7.
And I think self-care andwell-being is something that
we're all talking about more.
And I love that.
And it's so important to me.
In the nightlife space,specifically, those hours,
people are on their feet,they're dealing with really
(17:56):
crazy situations.
Like it really needs to be timesa thousand for that group of
people.
SPEAKER_00 (18:02):
Look, I believe in our obligation, and I believe
that we need to make sure thatwe set safe environments.
I love, look, if there's a bonmap that I'm taking from this, I
love the buddy system.
Yeah.
How simple, but yet howpowerful.
If I'm a young server, to knowthat I've got someone I can
buddy with to make thatdecision, get advice, or just
bubble up my uncomfortableness.
(18:23):
And I'm stealing that one fromyou.
SPEAKER_01 (18:25):
I love it.
SPEAKER_00 (18:26):
You mentioned drugs and alcohol, a sensitive topic,
but one that, you know, Icontinue to see in our industry.
To your point, you nailed it.
24-7 work environment, highstress, a lot of younger staff.
Talk to me about drugs andalcohol in our industry and how
it should be handled in the workenvironment.
How can we support and you knowhow do we police for it?
SPEAKER_01 (18:47):
It's no secret that in our industry, it's very
common that people struggle,have challenges with drugs and
alcohol, long hours, lots oftime away from home, around
alcohol, especially if you'reworking on the food and beverage
side.
I'm a big fan.
You're the same way.
(19:07):
We are the king and queen ofsecond chances, and in some
cases, third chances.
But I think in most cases,companies have recognized that
they need to understand thatwhen these situations arise,
this is like dealing withsomeone who has a medical
condition.
SPEAKER_00 (19:21):
Right.
SPEAKER_01 (19:22):
And we need to have accommodations for those people.
SPEAKER_00 (19:24):
Take the stigma away, deal with it up front.
SPEAKER_01 (19:27):
And look, what happens after that?
You do the right thing, peopledo what they need to do,
whatever that might be, and theycome back to work.
This can't go on and on and on,but the industry has done a good
job of doing the right thing inthat regard.
And I do think this shift inself-care and wellness.
(19:50):
I know more people now who aresober, sober curious.
And most of them not becausethey ever had a problem, just
because they want to feelbetter.
It's healthier.
I can say for myself, thesedays, I would much rather have a
gummy than have a drink.
I don't like the way I feel thenext day.
(20:12):
This has only helped theindustry.
SPEAKER_00 (20:14):
Agree.
I want to double back to secondchances because believe it or
not, next question on my list.
Let's talk about just secondchances in corporate America.
Because it's something I knowyou and I are pretty passionate
about.
At what point do you make thedecision to give someone a
second chance?
And by the way, we haven't beentalking about drugs and alcohol,
but you know, this could beabout performance.
This could be they were goingthrough a bad breakup for all of
(20:35):
the reasons why, you know,someone may have had a rough
period in their career.
Do you think that we have anobligation to offer second
chances?
SPEAKER_01 (20:43):
Culturally, it's aligned with my personal values.
SPEAKER_00 (20:46):
Yeah.
SPEAKER_01 (20:47):
So that is the thing.
And I can look back on my lifefrom being a young child to
being where I am today.
And I've had second chancesextended to me, whatever the
situation was.
And I just feel like thingshappen and people make mistakes.
Doing this for 30 years now, Ithink I have a good eye.
(21:09):
And in most cases, I'm backingthe right horse.
But even if not, I never regretsupporting a decision.
SPEAKER_00 (21:18):
So I can remember many a time when you and I sat
in a meeting, the two of us,contemplating rehiring or hiring
someone that we knew had hadsome issue in the past.
And we always said, you knowwhat?
They didn't steal and theydidn't hurt anybody.
In my mind, those arenon-negotiables.
Everything else in my mind, kindof negotiable, you know?
I remember so many times you andI discussing it and saying, you
(21:41):
know what?
We're gonna give them the shot.
We're gonna give them the shot.
We're gonna hold them tightly.
We're going to follow upclosely.
And only one time were we letdown.
Only once.
The thing I love about the storyis you and I both know multiple
second chances that we gave,where by the way, in some cases,
the person went on to greatsuccess.
(22:01):
Imagine if they'd never had thatopportunity.
SPEAKER_01 (22:04):
That makes me so happy.
One of the things that I findmyself saying over and over
again is whether you're sittingdown and having a conversation
with someone because it wassomething pretty egregious, and
like maybe you're going to givethem a second chance, but this
is a pretty seriousconversation, or it's a
conversation with someonebecause they've got a pretty bad
attendance record.
(22:25):
Every conversation with anemployee about behavior or
patterns, those conversationsare only in hopes to make them
better.
SPEAKER_00 (22:37):
100%.
I want you to win.
I win when you win.
SPEAKER_01 (22:41):
Yes, the feedback loop is real.
You must know how you're doing.
Because if you don't know, ifyou're in a company where you
think you're doing great, andthen you have your one-year
review and they shit can you andyou're like, wait a minute, I
thought I was doing great.
That's a real problem.
So the company where you'rehaving conversations is the
company you want to be in.
(23:02):
Exactly.
SPEAKER_00 (23:02):
My father said to me so many years ago, I remember I
was making my first termination,young, young manager.
And my father, wisdom that heis, said, son, if you ever
terminate somebody and it's asurprise, you messed up.
SPEAKER_01 (23:14):
Yes, exactly.
SPEAKER_00 (23:16):
And that's on you.
Totally.
For all of our listeners, I wantto put it out there.
Victoria and I are king andqueen of the second chances.
And we've done it.
And we believe in them.
SPEAKER_01 (23:26):
Yes.
SPEAKER_00 (23:27):
People, for the record, no third chance.
No third chance.
You're dead to me at that point.
If for some reason you let medown on the second chance, there
will be no third chance.
So you have worked for somegreat entrepreneurs.
Nick Jones at Soho House, AndrewZobler at Saddell, a company you
and I work together, JennyEnterprise now at core, all very
different, but all veryentrepreneurial of nature.
(23:49):
Super successful.
What are your observations?
What are the commonalitiesbetween these super successful
entrepreneurs that you seem tobe attracted to and that you
enjoy working with?
SPEAKER_01 (23:58):
It's funny as you say the names and I think about
these people, all so brilliantand so different.
SPEAKER_00 (24:05):
Right.
For anyone who knows thosethree, couldn't be more
different.
SPEAKER_01 (24:09):
But I'll say many common traits, resilience is
one.
You know, the ability to recoverfrom some pretty tough
situations, and in many cases,failures, visionary thinking,
right?
Their ability to identify theseamazing opportunities and
amazing cities and markets,adaptability, and not all, but
(24:32):
many entrepreneurs recognizethat they have to have
flexibility to change course asneeded.
All of these people, strong workethic, dedicated beyond.
And let's face it, I always sayif you're thinking about
starting something on your own,or you think you might be an
(24:53):
entrepreneur, you're never goingto be worried about risk because
entrepreneurs don't worry aboutrisk.
They just go.
They're all very passionate,obviously.
Financial literacy, superimportant.
I'd love to say all amazingleadership skills, not so much.
SPEAKER_00 (25:10):
Right.
Might even be a semi-commontrait along the way, right?
Yeah.
Some of the best entrepreneurswe know weren't necessarily the
best leaders.
SPEAKER_01 (25:18):
Exactly.
Inspirational.
Exactly.
But so fascinating, so alsointeresting and also
accomplished, but also verydifferent.
SPEAKER_00 (25:27):
You've spent a lot of your career at these types of
companies.
Smaller, entrepreneurial,culture leaders.
Was that on purpose, or is thatjust kind of the way it laid out
for you?
SPEAKER_01 (25:36):
Interesting.
It wasn't on purpose initially,but I learned very early on with
the bigger brands, likeInterstate and Four Seasons,
that I needed to be in a morecreative environment.
Fun fact I was this theassistant director of HR at the
Pierre.
And this was an HR team of aboutseven or eight.
(25:59):
I had my own office.
The director had her own office.
The recruiting manager had herown office, the benefits
manager, the con.
I mean, there were too many ofus.
There was nothing for me to do.
And I remember sitting in thisoffice with beautiful crown
moldings and like nodding out,like bored.
Seriously, like absolutelybored.
What is going on?
SPEAKER_00 (26:20):
So can I stop you here for a second?
SPEAKER_01 (26:21):
Yeah.
SPEAKER_00 (26:22):
I talked to some people that they're just not
into it right now, right?
How painful was that?
There was nothing good aboutthat.
You didn't enjoy it, did you?
SPEAKER_01 (26:31):
It was so painful.
I had I had gone there fromKimpton, which was an interstate
property that then transitionedto a Kimpt property.
And that was a lot of fun.
And then to the Pierre, where Ihad to wear pantyhose, which was
a fucking nightmare.
I couldn't wait for summer.
SPEAKER_00 (26:50):
People that know you are gonna just fall over on that
one.
SPEAKER_01 (26:54):
Yeah, I would always get called out for not wearing
pantyhose.
And I was like, fuck off, it'snot happening.
And I loved look the Pierreiconic, right?
It was the tail end of fourseasons, and they were
transitioning to Taj.
It was so much past practicewith the union.
It was big meetings.
You couldn't do anything, youcouldn't affect any change
because everything was pastpractice.
(27:15):
Everything was in the collectivebargaining agreement.
There was someone on the peopleteam to do every job.
So really, the director andmyself were sort of overseeing,
maybe meeting candidates, maybemediating some meetings.
It was soul sucking.
I was so bored.
There was nothing for me to do.
(27:36):
There was someone who was doingeverything.
And coming from a role where Iwas a one-person show doing
everything, it killed me.
SPEAKER_00 (27:43):
So here's the question because I know, I don't
want to say so many.
I know a lot of people who cometo me and say, Blake, I need
some guidance, I need somementoring.
I'm in a position that is soulsucking.
I'm where you are or whereyou're describing Victoria right
now.
And they all ask the same thing.
How do I get out?
So, Vic, how'd you get out?
SPEAKER_01 (28:00):
There's a moment in time where you're like, okay,
this is gonna pass.
And then you start to realizeit's becoming not just a couple
of times a week.
It's an everyday thing.
And then you recognize, I talkabout this a lot.
You recognize you're trying todo backbends and cartwheels to
fit in.
And you just realize this isn'tmy path.
It's like trying to put a squareand a triangle.
(28:21):
Like, this just isn't the pathfor me.
It's not the property for me.
It's not the company for me.
I need to be somewheredifferent.
I need to be able to affectpeople's lives every day.
I want to help people.
I want to get involved in whatthey're doing.
SPEAKER_00 (28:39):
For everyone listening, I hope it is
asterisk, asterisk, asterisk,underline, underline, underline.
I'm taking what you just said inthose last few moments and
making it with a bullet, becausethat is the key to so much
unhappiness.
I taught you do too.
We talk to so many colleagues.
They don't fit.
It's not the right role.
They are miscast and they'reafraid to raise their hand and
(29:01):
say, I might be miscast here.
SPEAKER_01 (29:03):
Yeah.
And the other thing is, I knowwe'll talk about this more
later, is when someone starts ina role, it is very likely that
they are the right person atthat time for that role in that
property, in that company.
Now, fast forward three years,companies changed.
There's been a restructure, theworld has changed, the market
(29:25):
has changed.
The needs in that role aredifferent.
And that person that was hiredtwo, three years ago doesn't
have the skill set that's nowrequired.
It happens all the time.
SPEAKER_00 (29:37):
And not only do the companies change, but sometimes
the skill set expectationchanges.
I'll give this great example Iuse all the time because you
know, I spend a lot of my careerin sales.
So often we take reallysuccessful sales managers and we
think the only way to progresstheir career is to make them a
director of sales.
And they get in the director ofsales role with all this admin
(29:58):
and all these meetings.
And they're miserable.
Why?
Because they're salespeople.
They just want to go sellmultiple disciplines.
But we do that so often in ourindustry.
We take people, they'resuccessful, and we think the
only way to grow their career islinear.
It's not always.
SPEAKER_01 (30:13):
Totally.
Yeah.
And so I reached out to a friendthat I was at Kimpton with who
had moved, gotten a job at SohoHouse that had just opened in
meat packing, the first one thatcame to New York, and they were
looking for someone.
SPEAKER_00 (30:29):
And so So look, I think the note I want to draw is
when you find yourself at thatmoment, start networking, do
something about it, make a phonecall.
You know, I I had a dear friendof mine not too long ago who was
complaining about this dead endjob he was into.
I said, okay, I'm so sorry thatyou're unhappy.
And quite frankly, I've beenhearing this for about a year
and I'm kind of tired of hearingit from you because when was the
(30:50):
last time you sent out a resume?
When was the last time you pickup the phone?
Dude, I love you, but I'm tiredof listening to you complain.
Do something about it.
So to all those people who findthemselves in that time, the one
tough love I'm gonna give you isdo something about it.
Don't just sit there becauseyou're so crushing.
Don't allow it.
I want to move on because Idon't want to run out of time to
talk about a topic that I knowis so close to your heart.
(31:12):
I know you are super passionateabout uplifting and nurturing
the next generation of femalesin our industry.
I know you recently foundedEmpower Her.
Tell me about the organizationand why it was so important to
you.
SPEAKER_01 (31:26):
Yeah, Empower Her was sort of a passion project.
The dream all along these years,all these lessons I've learned
throughout my hospitalityjourney has always been, it's
something I've always thoughtabout at every difficult lesson.
Like, I don't want someone elseto have to learn this way.
Like, this is kind of crazy.
(31:48):
Like, I haven't worked this hardto get where I am, so that the
young lady behind me has to gothrough the same blood, sweat,
and tears.
I want to give them theplaybook.
I want to give people a leg up.
And so it was always this ideathat I wanted to create this
community that was built ofamazing talented hospitality
(32:11):
leaders, some that are still inthe industry, some that may have
moved on, some that may beretired, some that are
consulting, some that are infull-time permanent jobs, where
we could, whether it was throughcoaching, through networking
events, really share ourjourneys, tricks of the trade,
and how to navigate what in manyways, while I'm very proud of
(32:34):
the hospitality industry andsome brands have evolved more
than others, but it's still aheavily male-dominated industry.
And navigating through that canbe difficult.
And why should people be tryingto figure it out on their own
when there's tons of amazing,smart, talented ladies who have
already lived through it?
And that's really how this allwas birthed.
SPEAKER_00 (32:56):
Tell the folks how they find you and how they found
Empower Her.
SPEAKER_01 (32:59):
You can find me at Empower Her on Instagram.
We are at Empower HerHospitality Collective.
You can find me at thecollective.com.
We have virtual networkingevents.
We have a job board where weshare all of the opportunities
(33:22):
that we're aware of on ourwebsite,
EmpowerHerHospitality.com.
We've thrown the whole kitchensink at it.
And it's been very interesting.
SPEAKER_00 (33:30):
I've followed you since you first launched it.
I am personally so amazed at thecollective of people you've
brought in.
When I look at all of thevarious female leaders that are
part of the collective, whoyou've interviewed, who have
shared their thoughts, you arebringing truly industry leaders
from all ages.
(33:50):
Some of the folks that you haveon there have been in the
industry for 20 years.
Some are first-time GMs.
I share that passion with you.
What's next for theorganization?
Where do you take it from here?
SPEAKER_01 (34:01):
The collective is growing.
There's a big coaching piece,and we're trying to figure out
how to make that work.
We have someone working for thecollective who's based in the UK
to try to really reach somehospitality brands there.
We're still figuring it out.
We want to pitch some things todifferent hotel brands to figure
(34:21):
out, like, think about all thehospitality brands that have
junior female managers, youknow, first-time managers.
Like, why wouldn't a companyinvest in having the collective
coach these ladies?
What an amazing perk.
Coaching is expensive.
What an amazing perk to addthat.
You know, you come work for us.
We're going to provide coachingfor you from women who have been
(34:44):
where you are.
It's a little bit chaotic anddisorganized, but we're loving
it.
SPEAKER_00 (34:49):
It's a passion play.
You said it a while ago.
I think the industry is stillvery male-dominated.
And I think we're kiddingourselves if we don't
acknowledge there is still muchto accomplish.
SPEAKER_01 (35:00):
I agree.
Some progress has been made, butthere's a lot of continued
efforts that are necessary tomake sure that women achieve
equality and representation inhospitality.
There's definitely an increasein leadership roles, greater
representation, a lot ofsupportive networks, like the
collective.
(35:20):
I see more and more there'swomen of hospitality in New
York.
That's really great.
I mean, women are realizingstronger together and let's
leverage each other's knowledge.
Love it.
And I think that's amazing.
Lots of great things happening.
And what I love the most is thatwomen are making these moves.
Like women are getting togetherand saying, let's create a
(35:43):
network, let's create acommunity.
I remember a time when I firststarted out, like that just was
not happening.
But it's a very different worldtoday.
And I love that.
SPEAKER_00 (35:54):
And you're part of making it happen.
SPEAKER_01 (35:55):
Love that too.
SPEAKER_00 (35:56):
Vic, I want to end on this note because you're so
passionate on this topic.
And I think it sends such agreat message to everyone
listening that we can makechange.
SPEAKER_01 (36:05):
Yes.
SPEAKER_00 (36:06):
Vic, it's been a joy.
Any final thoughts on your firstedition of Hotel Daddy?
SPEAKER_01 (36:11):
First of all, this is amazing.
And I love that you're doingthis because I really think we
need more hospitality podcastsbecause real talk.
How many people are going tolisten to this who are in
hospitality, maybe just joiningthe industry, and they want to
learn and they want to on theirrun hear about people who have
(36:31):
been in hospitality or leadersthat they aspire to work with?
Think of all the goodies thatthey'll pick up.
I mean, this is just so amazing.
And I'm just so grateful.
SPEAKER_00 (36:42):
My big hope is you and I have worked hard.
We've worked for a lot of kindof industry-leading companies,
and we've learned a lot.
By God, we learned a lot of itthe hard way, you know?
We're going to talk a lot onthis pod to new young
entrepreneurs about how to findcapital, you know, how to go out
and start your own business, howto network with the finance
folks, how creatives need tolike figure out how to make some
(37:03):
conversation with a finance folkif you want to start your own
company.
I think we're going to give themsome real life bon mots of
information that I hope isuseful for everything that we've
learned along the way.
I hope we can share and giveback.
And I hope that there's a coupleof things that people will take
from our conversations that arehelpful and a little fun along
the way.
SPEAKER_01 (37:20):
Yes.
SPEAKER_00 (37:21):
Vic, I miss you.
I can't wait to see you soon.
Let's catch up.
SPEAKER_01 (37:24):
Miss you too, honey.
I'll see you soon.
SPEAKER_00 (37:27):
All right.
Today we've been with VictoriaFabio on Hotel Daddy.
Thanks for listening to HotelDaddy with your host, Blake
Danner.
Be sure to like and subscribewherever you get your podcasts.
Welcome to Hotel Daddy.
I'm your host, Blake Danner.
Today, I'm speaking withVictoria Fabio.
In this episode, we'll diveright in and get to know
Victoria, exploring her uniquejourney and the stories that
have helped shape her career andhospitality.
With Vic, I know you can expectsome candid conversations, some
honest reflections.
Whether you're an industryinsider or you just love a good
(00:26):
story, you're in the rightplace.
So hey, sit back and listen totwo old friends dish a bit.
Grab your favorite drink, settlein, and enjoy the ride as we
open the doors to Oto Back.
Victoria Fabio is a visionaryleader dedicated to enhancing
workplace culture andchampioning female empowerment
within the hospitality sector.
As the founder of the EmpowerHer Hospitality Collective, a
(00:50):
pioneering brand that supportswomen in hospitality, Victoria
is passionate about developing acommunity that nurtures the next
generation of female leadersthrough mentorship, resources,
and networking opportunities.
In her exclusive consultancywith CORE, as the Chief People
and Culture Officer, Victoriafocuses on delivering bespoke
consulting exclusively for thecore brand, utilizing her
(01:12):
extensive expertise to fosterinclusive workplace environments
and drive talent developmentstrategies.
Previously, Victoria served asChief People Officer and
Director of Talent Developmentat SALT Hotels, where she
implemented significantinitiatives aimed at enhancing
employee experience andprogression.
Having held several seniorpositions at industry-leading
(01:34):
companies like the Sadell Group.
Hey, I know that one.
Soho House and Four Seasons,Victoria boasts a wealth of
knowledge regarding theintricacies of hospitality
management and culturedevelopment.
Vic, I'm so happy to have youhere.
SPEAKER_01 (01:48):
Oh, I know.
I was thinking as you werereading that, I was like, this
is what it's like when I listento like celebrity podcasts and
like actors introducing likeanother actor and all their
Oscars and Academy Awards.
I'm like, well, this is as closeas I'm ever gonna get.
I love it.
SPEAKER_00 (02:07):
I only did half your bio because I wanted to have
time to talk to you.
By the way, so you know you areguest number one, episode number
one.
This is the first.
So thank you for agreeing to bemy first guest.
So when I was thinking about,you know, who should be the
first guest?
Who should I like?
I don't know, who should I callon?
I was like, okay, wait a minute.
It's gotta be someone who islike clearly an industry expert.
Acknowledge people, respectthem, know them, check you.
(02:30):
Then I was like, I really wantedto be a friend because I think
I'm gonna be nervous.
So check you.
And then I thought, yeah, andit's gotta be someone who just
gives zero F's.
SPEAKER_01 (02:40):
And I was like, Vic.
I love when I check all theboxes.
Isn't that the goal in life?
To check all the boxes.
SPEAKER_00 (02:48):
Honey, it was check, check, check.
All right.
So listen, we're gonna startevery episode around here with
something I like to call who'sin the lobby.
You ready?
SPEAKER_01 (02:58):
Okay, here we go.
Yes.
SPEAKER_00 (03:00):
I'm gonna throw some rapid fire at you, and you're
just gonna tell me first thingsin your mind.
Here we go.
What's your name?
SPEAKER_01 (03:06):
Victoria.
SPEAKER_00 (03:07):
Zodiac sign.
Aries.
Favorite fashion designer.
Chloe.
Cosmo or martini?
Martini.
Favorite animal.
SPEAKER_01 (03:17):
Dog.
SPEAKER_00 (03:18):
I knew that one.
Adorable, adorable.
I love the Instagrams.
Dream vacation.
SPEAKER_01 (03:22):
Depends on the time of year.
Summer.
Europe.
SPEAKER_00 (03:26):
Best NYC bar for a proper drink.
SPEAKER_01 (03:30):
Ooh.
I'm gonna have to say right now,I'm really loving Cassatua.
SPEAKER_00 (03:38):
All right.
Well, I take that one.
When are you gonna take me, bythe way?
Heels are flats.
SPEAKER_01 (03:43):
Flats during the commute, heels once I enter the
building.
SPEAKER_00 (03:46):
Oh my god, I love options.
All right.
Favorite fitness activity.
SPEAKER_01 (03:51):
Right now it's Pilates.
SPEAKER_00 (03:53):
Okay.
And I've known you for a while,so that's changed.
We're gonna talk about thatlater.
A final question.
And this one's a toughie.
On a scale of zero to 10, 10 is,oh my gosh, it's great.
How do you rate the currentpolitical environment?
SPEAKER_01 (04:06):
One.
SPEAKER_00 (04:08):
And we move on.
All right.
Vic.
Hey, listen, I've known you fora long time.
I know a lot about you, but Iactually don't know what got you
into hospitality.
And I think we should just kindof table set for the folks and
start at the beginning.
What drove you to this industry?
SPEAKER_01 (04:24):
This is such an interesting one because I've
been telling this story a lotwith the collective and just
different networking events thatI'm speaking at.
But what I didn't know as achild, I was surrounded by
hospitality because my motherand my stepfather owned a
private members' club in theGramercy Park Hotel.
What?
Yeah.
SPEAKER_00 (04:43):
Hold on.
I have known you for 15 years.
This is the first time I haveever heard that story.
SPEAKER_01 (04:49):
Yes.
SPEAKER_00 (04:50):
Carry on.
I am intrigued.
SPEAKER_01 (04:52):
We're going back to the 80s before the Grammar Sea
Park Hotel was super evolved andsexy in a modern way, but this
was back when bands like TheClash were staying at the
Gramercy Park Hotel.
My mother and stepfather owned aprivate members' club that was a
games club.
So where members would come andthey would play gin and
backgammon and Texas Hold'em.
(05:13):
And there was a properrestaurant, bar, several
different rooms.
And so I would go to schoolevery day.
And after school, I would go tothe hotel and I would have
dinner at the club.
And then my mother would walk mehome.
So it was very much a part of mylife.
Paul Schaefer lived in theGramacy Park Hotel.
I would see him in the lobby.
Back back in the days, mostpeople won't be able to relate
(05:34):
to this, but when there was anactual newsstand that sold
cigarettes and magazines andnewspapers and candy and gum.
And these people were like myfamily.
And for everyone from thedorman, when I would come in and
leave the hotel to people at thefront desk, this was sort of
something that in the moment Idon't think was resonating.
For sure, friends that hadparents that did different
(05:57):
things when they were aroundthought it was very cool and
unique, but it never reallyresonated with me that it was
anything long-lasting.
Right.
It just was sort of how I lovedit.
SPEAKER_00 (06:09):
That's what my parents did.
SPEAKER_01 (06:10):
It was fun, really always planned for a career in
fashion.
And that was sort of always howI planned what I wanted to do.
After going to school forfashion and spending a few years
working in fashion in New YorkCity, specifically in
production, I came to realizethat I love fashion for me.
(06:33):
I love having fashion in mylife.
I love being expressive throughfashion, but working in fashion
is not for me.
SPEAKER_00 (06:41):
If anyone's ever followed you on Instagram, the
love of fashion is immediate.
It's a good follow, kids.
SPEAKER_01 (06:47):
Thank you.
Yeah.
And so leaning back on the timethat I spent in and around the
family business, I had a friendwho was a one-person people and
culture show at a small boutiquehotel in Midtown.
All of her stories were wild.
(07:08):
Like the stories, it was a unionhotel, 136 Keys, the Muse Hotel.
Mark Brussel was the jam.
I was always sort of taken bythat.
All of these stories aboutpeople not getting along and
then this crazy union.
Like, what was this all about?
And as I look back now, I thinkabout as a child roaming around
the Gramercy Park Hotel, likethe relationships between guests
(07:31):
and employees, the relationshipsbetween employees and other
employees.
Things that in the moment Iprobably didn't pick up on, but
I remember sort of having afront row seat to all of that.
Long story short, manyconversations.
This friend said, like, look, Ireally think in hospitality, you
really belong in back then.
(07:53):
I'll say the HR word.
Like it was HR.
You really belong in this.
You're fascinated by therelationships, like you just
need to learn.
But this is something that youshould really, really try to do.
So she put in the budget forthat next year an additional
body because she was aone-person show, 136 keys, union
hotel, but one restaurant, not aton going on.
(08:15):
And it was approved.
And so she brought me on in avery junior role, working side
by side with someone in a smallhotel like that, someone who was
gracious enough to include youin meetings and expose you to
everything that's happening.
I really sort of picked up onit.
And I very quickly recognizedthat I had a knack for one, the
(08:37):
relationship piece and two, themost important piece, which was
conflict resolution and sort ofunderstanding how to get to the
belly of what the real issuewas.
We spent almost two yearstogether, and then she got an
amazing role and was moving on.
I was lucky enough to havesomeone like Mark Brisken, who
(09:00):
believed in growing people andgave me a shot to be the
director.
SPEAKER_00 (09:05):
Took a chance.
SPEAKER_01 (09:06):
He took a chance, and that was really the
beginning.
SPEAKER_00 (09:09):
So many things to follow up on.
And you said it.
You said, I'll say it, HR.
Let's go back and talk.
Tell me in your mind thedifference between HR and people
in culture.
Because I think you and I wouldsay they're different.
SPEAKER_01 (09:22):
100%.
And it's so funny how now it'sjust to such a point where
anytime anyone says HR aroundme, I just have to correct them.
The distinction really lies infocus and approach.
HR emphasizes to meadministrative tasks and
compliance and nods to a timewhere really people that worked
(09:44):
in HR, the word personnel comesto mind.
Their main responsibility waspaper pushing, making sure that
people were signed up for theright things.
They didn't really have a seatat the table.
While I feel like now,especially in our industry and
many others, it's evolved quitea bit.
I think people and cultureprioritizes really employee
(10:07):
engagement and a positive workenvironment.
We act as a strategic partner,aligning people initiatives with
business goals rather than beingsolely transactional.
The employee experience, thefocus is on enhancing employee
well-being and satisfaction,creating inclusivity, fostering
a sense of belonging, agility,people and culture embraces
(10:29):
adaptability to new workforcetrends, promoting innovation and
responsiveness.
And really cultural impact,right?
That's the big culture word, thebig C word.
I think that people in cultureviews organizational culture as
a key driver of success,essential for attracting talent
(10:50):
and improving performance.
I mean, overall, people inculture represents a more
comprehensive strategic approachtowards managing an
organization's most valuableasset, which are its people.
SPEAKER_00 (11:00):
So think about the companies in our space today.
And by that I mean pretty muchlifestyle hospitality.
Think about the companies thatare truly successful today.
What's different about them?
It's the culture.
SPEAKER_01 (11:12):
Yeah, it's the culture and its founders,
whether it's a founder-ledcompany, however, the company is
set up structurally, there arepeople that believe in the
people piece and understand thatbottom line results come from
being best in class.
And being best in class meansfocusing more on your employees
(11:37):
than you're focused on theguest.
Love it.
And that means paying a team toreally be dedicated to taking
care of those people.
SPEAKER_00 (11:45):
What you've just articulated really well is
there's been this migration fromHR to kind of people in culture.
Because I think what we realizeis that checking off the I-9 box
and auditing things is notmaking us successful.
Creating a culture where ouremployees feel supported and
part of the process and have thetools for success and are
compensated well, that is whatmakes a successful organization.
(12:08):
And so not surprising that youwork for some really
entrepreneurial organizationsthat understand that.
SPEAKER_01 (12:13):
Totally.
There are so many people thathave shifted from operations or
different disciplines into thepeople space because they
recognize when they were inthese other roles how important
the connection to the peoplepiece is.
And that it's important that thepeople team is made up of a
robust group of people withdifferent backgrounds who
(12:37):
understand from an operationalperspective what teams need,
what kind of support they need,what are they missing?
What's missing in the teamdynamic, right?
Because when they need to buildteams, who are they engaging
with?
They're engaging with the peopleteam.
SPEAKER_00 (12:52):
One of the things you said at the top when you
were talking about yourexperience at the Gramacy Park
Hotel was, you know, PaulSchaefer lived there and the
doorman knew them and theyinteracted.
And the guests, and I say allthe time, we work in a really
interesting environment, right?
Our guests are staying in theproperty.
Our colleagues interact withthem in very sometimes intimate
(13:13):
ways, you know, whether it's inthe room cleaning or taking
their laundry down.
It's a very intimaterelationship.
And I think because of that, italso brings up some very unique
and interesting situations alongthe way.
You and I worked together formany years, and I was the COO of
a company heading uppreparations, you were heading
up people in culture, and a lotof stuff came across our desks,
(13:36):
right?
And crazy stuff.
You and I would just shake ourhead and be like, okay.
But one of the things I alwaysrespected about you is I'll
never forget it was probably aFriday afternoon, and we got a
phone call, and something hadhappened at the property, and
you looked at me and you said,you know, Blake, we hire these
young colleagues, we put themin, you know, sexy outfits, we
put them in darkly lit, sexydesigned bars, and there's a
(13:59):
bunch of alcohol around them.
Then somebody tries to getsurprised that stuff happens.
You just you shook your head andyou said, the environment makes
things happen.
But you always understood not tofreak out at the thing that
happened, but to think aboutokay, what was your
responsibility to make itbetter, to make it safer, to
exude the environment, but tocontinue to be the calm voice
(14:23):
that created a safe space forpeople.
SPEAKER_01 (14:26):
We for sure have had our situations.
And I think, look, hospitalityis a blend of different things.
It's not just rooms, it'srestaurants, it's bars, it's
events.
There's so many different thingsgoing on.
And I think we have aresponsibility to create a safe,
supportive environment.
100%.
Especially in nightlife, most ofthe staff is younger in high
(14:49):
pressure environments.
I mean, it can get really crazy.
And it's more than just, youknow, I think a lot of companies
lean on legal counsel, but thisinvolves much more than legal
compliance.
It's about really fostering aculture of safety and respect.
SPEAKER_00 (15:05):
I'm gonna argue that if you're leaning on legal
counsel to solve, it's too late.
One of the great things you andI did, and you interacted, you
interjected, you figured outsolutions.
You were like, I'm gonna get inthere and talk through this
before it ever gets to legal.
I'm gonna help solve theproblem.
I'd love to talk about that fora second because in our space,
the industry leaders are theones who can engage and solve.
(15:27):
Waiting for it to get to legalstrikes me as a really, frankly,
lazy solution.
SPEAKER_01 (15:31):
Yes.
Another reason why that happensis because there are people who
may not be qualified in thepeople roles.
And there may be brands thatdon't have people departments
where it comes to nightlife.
And also people who have notbeen trained to deal with these
types of situations.
This is not about a couple oftardies and a couple of no-call
(15:54):
no-shows.
This is about oftentimes contactbetween a guest and an employee,
uncomfortable contact.
This could be about someonedrinking on the job or doing
drugs on the job, or even worse.
And if people aren't trained tounderstand how to properly
investigate, how to haveconversations, who to talk to,
(16:17):
what does that process looklike?
When these are topics that arelikely uncomfortable
conversations, how do you setthe tone for that in the room?
Imagine being someone in a roleresponsible for doing that, but
you've never had any training.
So I could imagine in thosesituations where it's like,
let's just call the lawyer,let's just call the lawyer.
(16:38):
But to your point, it's reallyabout the right companies, the
companies that are doing itright, have set up strategies
for a safe environment, whetherit's cultural awareness
training, empowered decisionmaking, encouraging younger
employees to make decisionsregarding their safety, such as
refusing service to peoplewho've had too much to drink.
SPEAKER_00 (17:01):
Amen.
Feeling empowered that you havethat ability.
You can make that call.
Don't care who the guest is,don't care how important they
think they are.
If you're the one serving andyou want to make the call,
empower them to make that call.
SPEAKER_01 (17:12):
Totally.
And I'm a huge fan of, and thisis something that I've sort of
reignited for some clients.
I'm a huge fan of.
Call it a buddy system, call ita mentorship program.
But you've a young person,especially coming into the
nightlife world, they need to bepaired with someone who's a pro,
who's been doing it for a while.
It can be really gnarly tonavigate.
(17:34):
Well-being also in hospitalityin general, we spend more time
at work than we do at home.
24-7.
And I think self-care andwell-being is something that
we're all talking about more.
And I love that.
And it's so important to me.
In the nightlife space,specifically, those hours,
people are on their feet,they're dealing with really
(17:56):
crazy situations.
Like it really needs to be timesa thousand for that group of
people.
SPEAKER_00 (18:02):
Look, I believe in our obligation, and I believe
that we need to make sure thatwe set safe environments.
I love, look, if there's a bonmap that I'm taking from this, I
love the buddy system.
Yeah.
How simple, but yet howpowerful.
If I'm a young server, to knowthat I've got someone I can
buddy with to make thatdecision, get advice, or just
bubble up my uncomfortableness.
(18:23):
And I'm stealing that one fromyou.
SPEAKER_01 (18:25):
I love it.
SPEAKER_00 (18:26):
You mentioned drugs and alcohol, a sensitive topic,
but one that, you know, Icontinue to see in our industry.
To your point, you nailed it.
24-7 work environment, highstress, a lot of younger staff.
Talk to me about drugs andalcohol in our industry and how
it should be handled in the workenvironment.
How can we support and you knowhow do we police for it?
SPEAKER_01 (18:47):
It's no secret that in our industry, it's very
common that people struggle,have challenges with drugs and
alcohol, long hours, lots oftime away from home, around
alcohol, especially if you'reworking on the food and beverage
side.
I'm a big fan.
You're the same way.
(19:07):
We are the king and queen ofsecond chances, and in some
cases, third chances.
But I think in most cases,companies have recognized that
they need to understand thatwhen these situations arise,
this is like dealing withsomeone who has a medical
condition.
SPEAKER_00 (19:21):
Right.
SPEAKER_01 (19:22):
And we need to have accommodations for those people.
SPEAKER_00 (19:24):
Take the stigma away, deal with it up front.
SPEAKER_01 (19:27):
And look, what happens after that?
You do the right thing, peopledo what they need to do,
whatever that might be, and theycome back to work.
This can't go on and on and on,but the industry has done a good
job of doing the right thing inthat regard.
And I do think this shift inself-care and wellness.
(19:50):
I know more people now who aresober, sober curious.
And most of them not becausethey ever had a problem, just
because they want to feelbetter.
It's healthier.
I can say for myself, thesedays, I would much rather have a
gummy than have a drink.
I don't like the way I feel thenext day.
(20:12):
This has only helped theindustry.
SPEAKER_00 (20:14):
Agree.
I want to double back to secondchances because believe it or
not, next question on my list.
Let's talk about just secondchances in corporate America.
Because it's something I knowyou and I are pretty passionate
about.
At what point do you make thedecision to give someone a
second chance?
And by the way, we haven't beentalking about drugs and alcohol,
but you know, this could beabout performance.
This could be they were goingthrough a bad breakup for all of
(20:35):
the reasons why, you know,someone may have had a rough
period in their career.
Do you think that we have anobligation to offer second
chances?
SPEAKER_01 (20:43):
Culturally, it's aligned with my personal values.
SPEAKER_00 (20:46):
Yeah.
SPEAKER_01 (20:47):
So that is the thing.
And I can look back on my lifefrom being a young child to
being where I am today.
And I've had second chancesextended to me, whatever the
situation was.
And I just feel like thingshappen and people make mistakes.
Doing this for 30 years now, Ithink I have a good eye.
(21:09):
And in most cases, I'm backingthe right horse.
But even if not, I never regretsupporting a decision.
SPEAKER_00 (21:18):
So I can remember many a time when you and I sat
in a meeting, the two of us,contemplating rehiring or hiring
someone that we knew had hadsome issue in the past.
And we always said, you knowwhat?
They didn't steal and theydidn't hurt anybody.
In my mind, those arenon-negotiables.
Everything else in my mind, kindof negotiable, you know?
I remember so many times you andI discussing it and saying, you
(21:41):
know what?
We're gonna give them the shot.
We're gonna give them the shot.
We're gonna hold them tightly.
We're going to follow upclosely.
And only one time were we letdown.
Only once.
The thing I love about the storyis you and I both know multiple
second chances that we gave,where by the way, in some cases,
the person went on to greatsuccess.
(22:01):
Imagine if they'd never had thatopportunity.
SPEAKER_01 (22:04):
That makes me so happy.
One of the things that I findmyself saying over and over
again is whether you're sittingdown and having a conversation
with someone because it wassomething pretty egregious, and
like maybe you're going to givethem a second chance, but this
is a pretty seriousconversation, or it's a
conversation with someonebecause they've got a pretty bad
attendance record.
(22:25):
Every conversation with anemployee about behavior or
patterns, those conversationsare only in hopes to make them
better.
SPEAKER_00 (22:37):
100%.
I want you to win.
I win when you win.
SPEAKER_01 (22:41):
Yes, the feedback loop is real.
You must know how you're doing.
Because if you don't know, ifyou're in a company where you
think you're doing great, andthen you have your one-year
review and they shit can you andyou're like, wait a minute, I
thought I was doing great.
That's a real problem.
So the company where you'rehaving conversations is the
company you want to be in.
(23:02):
Exactly.
SPEAKER_00 (23:02):
My father said to me so many years ago, I remember I
was making my first termination,young, young manager.
And my father, wisdom that heis, said, son, if you ever
terminate somebody and it's asurprise, you messed up.
SPEAKER_01 (23:14):
Yes, exactly.
SPEAKER_00 (23:16):
And that's on you.
Totally.
For all of our listeners, I wantto put it out there.
Victoria and I are king andqueen of the second chances.
And we've done it.
And we believe in them.
SPEAKER_01 (23:26):
Yes.
SPEAKER_00 (23:27):
People, for the record, no third chance.
No third chance.
You're dead to me at that point.
If for some reason you let medown on the second chance, there
will be no third chance.
So you have worked for somegreat entrepreneurs.
Nick Jones at Soho House, AndrewZobler at Saddell, a company you
and I work together, JennyEnterprise now at core, all very
different, but all veryentrepreneurial of nature.
(23:49):
Super successful.
What are your observations?
What are the commonalitiesbetween these super successful
entrepreneurs that you seem tobe attracted to and that you
enjoy working with?
SPEAKER_01 (23:58):
It's funny as you say the names and I think about
these people, all so brilliantand so different.
SPEAKER_00 (24:05):
Right.
For anyone who knows thosethree, couldn't be more
different.
SPEAKER_01 (24:09):
But I'll say many common traits, resilience is
one.
You know, the ability to recoverfrom some pretty tough
situations, and in many cases,failures, visionary thinking,
right?
Their ability to identify theseamazing opportunities and
amazing cities and markets,adaptability, and not all, but
(24:32):
many entrepreneurs recognizethat they have to have
flexibility to change course asneeded.
All of these people, strong workethic, dedicated beyond.
And let's face it, I always sayif you're thinking about
starting something on your own,or you think you might be an
(24:53):
entrepreneur, you're never goingto be worried about risk because
entrepreneurs don't worry aboutrisk.
They just go.
They're all very passionate,obviously.
Financial literacy, superimportant.
I'd love to say all amazingleadership skills, not so much.
SPEAKER_00 (25:10):
Right.
Might even be a semi-commontrait along the way, right?
Yeah.
Some of the best entrepreneurswe know weren't necessarily the
best leaders.
SPEAKER_01 (25:18):
Exactly.
Inspirational.
Exactly.
But so fascinating, so alsointeresting and also
accomplished, but also verydifferent.
SPEAKER_00 (25:27):
You've spent a lot of your career at these types of
companies.
Smaller, entrepreneurial,culture leaders.
Was that on purpose, or is thatjust kind of the way it laid out
for you?
SPEAKER_01 (25:36):
Interesting.
It wasn't on purpose initially,but I learned very early on with
the bigger brands, likeInterstate and Four Seasons,
that I needed to be in a morecreative environment.
Fun fact I was this theassistant director of HR at the
Pierre.
And this was an HR team of aboutseven or eight.
(25:59):
I had my own office.
The director had her own office.
The recruiting manager had herown office, the benefits
manager, the con.
I mean, there were too many ofus.
There was nothing for me to do.
And I remember sitting in thisoffice with beautiful crown
moldings and like nodding out,like bored.
Seriously, like absolutelybored.
What is going on?
SPEAKER_00 (26:20):
So can I stop you here for a second?
SPEAKER_01 (26:21):
Yeah.
SPEAKER_00 (26:22):
I talked to some people that they're just not
into it right now, right?
How painful was that?
There was nothing good aboutthat.
You didn't enjoy it, did you?
SPEAKER_01 (26:31):
It was so painful.
I had I had gone there fromKimpton, which was an interstate
property that then transitionedto a Kimpt property.
And that was a lot of fun.
And then to the Pierre, where Ihad to wear pantyhose, which was
a fucking nightmare.
I couldn't wait for summer.
SPEAKER_00 (26:50):
People that know you are gonna just fall over on that
one.
SPEAKER_01 (26:54):
Yeah, I would always get called out for not wearing
pantyhose.
And I was like, fuck off, it'snot happening.
And I loved look the Pierreiconic, right?
It was the tail end of fourseasons, and they were
transitioning to Taj.
It was so much past practicewith the union.
It was big meetings.
You couldn't do anything, youcouldn't affect any change
because everything was pastpractice.
(27:15):
Everything was in the collectivebargaining agreement.
There was someone on the peopleteam to do every job.
So really, the director andmyself were sort of overseeing,
maybe meeting candidates, maybemediating some meetings.
It was soul sucking.
I was so bored.
There was nothing for me to do.
(27:36):
There was someone who was doingeverything.
And coming from a role where Iwas a one-person show doing
everything, it killed me.
SPEAKER_00 (27:43):
So here's the question because I know, I don't
want to say so many.
I know a lot of people who cometo me and say, Blake, I need
some guidance, I need somementoring.
I'm in a position that is soulsucking.
I'm where you are or whereyou're describing Victoria right
now.
And they all ask the same thing.
How do I get out?
So, Vic, how'd you get out?
SPEAKER_01 (28:00):
There's a moment in time where you're like, okay,
this is gonna pass.
And then you start to realizeit's becoming not just a couple
of times a week.
It's an everyday thing.
And then you recognize, I talkabout this a lot.
You recognize you're trying todo backbends and cartwheels to
fit in.
And you just realize this isn'tmy path.
It's like trying to put a squareand a triangle.
(28:21):
Like, this just isn't the pathfor me.
It's not the property for me.
It's not the company for me.
I need to be somewheredifferent.
I need to be able to affectpeople's lives every day.
I want to help people.
I want to get involved in whatthey're doing.
SPEAKER_00 (28:39):
For everyone listening, I hope it is
asterisk, asterisk, asterisk,underline, underline, underline.
I'm taking what you just said inthose last few moments and
making it with a bullet, becausethat is the key to so much
unhappiness.
I taught you do too.
We talk to so many colleagues.
They don't fit.
It's not the right role.
They are miscast and they'reafraid to raise their hand and
(29:01):
say, I might be miscast here.
SPEAKER_01 (29:03):
Yeah.
And the other thing is, I knowwe'll talk about this more
later, is when someone starts ina role, it is very likely that
they are the right person atthat time for that role in that
property, in that company.
Now, fast forward three years,companies changed.
There's been a restructure, theworld has changed, the market
(29:25):
has changed.
The needs in that role aredifferent.
And that person that was hiredtwo, three years ago doesn't
have the skill set that's nowrequired.
It happens all the time.
SPEAKER_00 (29:37):
And not only do the companies change, but sometimes
the skill set expectationchanges.
I'll give this great example Iuse all the time because you
know, I spend a lot of my careerin sales.
So often we take reallysuccessful sales managers and we
think the only way to progresstheir career is to make them a
director of sales.
And they get in the director ofsales role with all this admin
(29:58):
and all these meetings.
And they're miserable.
Why?
Because they're salespeople.
They just want to go sellmultiple disciplines.
But we do that so often in ourindustry.
We take people, they'resuccessful, and we think the
only way to grow their career islinear.
It's not always.
SPEAKER_01 (30:13):
Totally.
Yeah.
And so I reached out to a friendthat I was at Kimpton with who
had moved, gotten a job at SohoHouse that had just opened in
meat packing, the first one thatcame to New York, and they were
looking for someone.
SPEAKER_00 (30:29):
And so So look, I think the note I want to draw is
when you find yourself at thatmoment, start networking, do
something about it, make a phonecall.
You know, I I had a dear friendof mine not too long ago who was
complaining about this dead endjob he was into.
I said, okay, I'm so sorry thatyou're unhappy.
And quite frankly, I've beenhearing this for about a year
and I'm kind of tired of hearingit from you because when was the
(30:50):
last time you sent out a resume?
When was the last time you pickup the phone?
Dude, I love you, but I'm tiredof listening to you complain.
Do something about it.
So to all those people who findthemselves in that time, the one
tough love I'm gonna give you isdo something about it.
Don't just sit there becauseyou're so crushing.
Don't allow it.
I want to move on because Idon't want to run out of time to
talk about a topic that I knowis so close to your heart.
(31:12):
I know you are super passionateabout uplifting and nurturing
the next generation of femalesin our industry.
I know you recently foundedEmpower Her.
Tell me about the organizationand why it was so important to
you.
SPEAKER_01 (31:26):
Yeah, Empower Her was sort of a passion project.
The dream all along these years,all these lessons I've learned
throughout my hospitalityjourney has always been, it's
something I've always thoughtabout at every difficult lesson.
Like, I don't want someone elseto have to learn this way.
Like, this is kind of crazy.
(31:48):
Like, I haven't worked this hardto get where I am, so that the
young lady behind me has to gothrough the same blood, sweat,
and tears.
I want to give them theplaybook.
I want to give people a leg up.
And so it was always this ideathat I wanted to create this
community that was built ofamazing talented hospitality
(32:11):
leaders, some that are still inthe industry, some that may have
moved on, some that may beretired, some that are
consulting, some that are infull-time permanent jobs, where
we could, whether it was throughcoaching, through networking
events, really share ourjourneys, tricks of the trade,
and how to navigate what in manyways, while I'm very proud of
(32:34):
the hospitality industry andsome brands have evolved more
than others, but it's still aheavily male-dominated industry.
And navigating through that canbe difficult.
And why should people be tryingto figure it out on their own
when there's tons of amazing,smart, talented ladies who have
already lived through it?
And that's really how this allwas birthed.
SPEAKER_00 (32:56):
Tell the folks how they find you and how they found
Empower Her.
SPEAKER_01 (32:59):
You can find me at Empower Her on Instagram.
We are at Empower HerHospitality Collective.
You can find me at thecollective.com.
We have virtual networkingevents.
We have a job board where weshare all of the opportunities
(33:22):
that we're aware of on ourwebsite,
EmpowerHerHospitality.com.
We've thrown the whole kitchensink at it.
And it's been very interesting.
SPEAKER_00 (33:30):
I've followed you since you first launched it.
I am personally so amazed at thecollective of people you've
brought in.
When I look at all of thevarious female leaders that are
part of the collective, whoyou've interviewed, who have
shared their thoughts, you arebringing truly industry leaders
from all ages.
(33:50):
Some of the folks that you haveon there have been in the
industry for 20 years.
Some are first-time GMs.
I share that passion with you.
What's next for theorganization?
Where do you take it from here?
SPEAKER_01 (34:01):
The collective is growing.
There's a big coaching piece,and we're trying to figure out
how to make that work.
We have someone working for thecollective who's based in the UK
to try to really reach somehospitality brands there.
We're still figuring it out.
We want to pitch some things todifferent hotel brands to figure
(34:21):
out, like, think about all thehospitality brands that have
junior female managers, youknow, first-time managers.
Like, why wouldn't a companyinvest in having the collective
coach these ladies?
What an amazing perk.
Coaching is expensive.
What an amazing perk to addthat.
You know, you come work for us.
We're going to provide coachingfor you from women who have been
(34:44):
where you are.
It's a little bit chaotic anddisorganized, but we're loving
it.
SPEAKER_00 (34:49):
It's a passion play.
You said it a while ago.
I think the industry is stillvery male-dominated.
And I think we're kiddingourselves if we don't
acknowledge there is still muchto accomplish.
SPEAKER_01 (35:00):
I agree.
Some progress has been made, butthere's a lot of continued
efforts that are necessary tomake sure that women achieve
equality and representation inhospitality.
There's definitely an increasein leadership roles, greater
representation, a lot ofsupportive networks, like the
collective.
(35:20):
I see more and more there'swomen of hospitality in New
York.
That's really great.
I mean, women are realizingstronger together and let's
leverage each other's knowledge.
Love it.
And I think that's amazing.
Lots of great things happening.
And what I love the most is thatwomen are making these moves.
Like women are getting togetherand saying, let's create a
(35:43):
network, let's create acommunity.
I remember a time when I firststarted out, like that just was
not happening.
But it's a very different worldtoday.
And I love that.
SPEAKER_00 (35:54):
And you're part of making it happen.
SPEAKER_01 (35:55):
Love that too.
SPEAKER_00 (35:56):
Vic, I want to end on this note because you're so
passionate on this topic.
And I think it sends such agreat message to everyone
listening that we can makechange.
SPEAKER_01 (36:05):
Yes.
SPEAKER_00 (36:06):
Vic, it's been a joy.
Any final thoughts on your firstedition of Hotel Daddy?
SPEAKER_01 (36:11):
First of all, this is amazing.
And I love that you're doingthis because I really think we
need more hospitality podcastsbecause real talk.
How many people are going tolisten to this who are in
hospitality, maybe just joiningthe industry, and they want to
learn and they want to on theirrun hear about people who have
(36:31):
been in hospitality or leadersthat they aspire to work with?
Think of all the goodies thatthey'll pick up.
I mean, this is just so amazing.
And I'm just so grateful.
SPEAKER_00 (36:42):
My big hope is you and I have worked hard.
We've worked for a lot of kindof industry-leading companies,
and we've learned a lot.
By God, we learned a lot of itthe hard way, you know?
We're going to talk a lot onthis pod to new young
entrepreneurs about how to findcapital, you know, how to go out
and start your own business, howto network with the finance
folks, how creatives need tolike figure out how to make some
(37:03):
conversation with a finance folkif you want to start your own
company.
I think we're going to give themsome real life bon mots of
information that I hope isuseful for everything that we've
learned along the way.
I hope we can share and giveback.
And I hope that there's a coupleof things that people will take
from our conversations that arehelpful and a little fun along
the way.
SPEAKER_01 (37:20):
Yes.
SPEAKER_00 (37:21):
Vic, I miss you.
I can't wait to see you soon.
Let's catch up.
SPEAKER_01 (37:24):
Miss you too, honey.
I'll see you soon.
SPEAKER_00 (37:27):
All right.
Today we've been with VictoriaFabio on Hotel Daddy.
Thanks for listening to HotelDaddy with your host, Blake
Danner.
Be sure to like and subscribewherever you get your podcasts.
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