Leading Through Change: What Hoteliers Can Learn from Ed St. Onge
Hospitality has always been an industry defined by change. Markets shift, guest expectations evolve, and new technologies disrupt the way we connect with travelers. The leaders who thrive aren’t those who resist change — they’re the ones who embrace it, learn from it, and lead their teams through it.
That’s the thread that runs through our recent conversation with Ed St. Onge, a seasoned leader in hospitality technology and strategy. His career — spanning startups, acquisitions, and executive roles — is a case study in navigating transformation. And for hoteliers, his lessons are more relevant than ever.
The Early Years: Learning to Lead Through People
Ed’s leadership journey didn’t begin in hospitality. In fact, it started on a very different playing field: sports. He shared how coaching young athletes shaped his perspective on leadership.
“When you’re coaching,” Ed explained, “you learn very quickly that it’s not about you — it’s about how you get the best out of each individual.”
That same principle carried into his early business ventures. His first company grew faster than expected, forcing him to learn on the fly about hiring, training, and managing people. The lesson? Growth without leadership discipline is chaos.
For hoteliers, the parallel is clear: success doesn’t come from the GM alone. It comes from how you inspire your front desk, empower your sales team, and support every housekeeper.
Building Teams in Times of Uncertainty
Ed recalled moments when acquisitions and market downturns forced him to rethink everything he knew about leadership. These weren’t theoretical challenges — they were existential.
“During one transition, I realized we had amazing people but no alignment. Everyone was running hard, but not in the same direction.”
The fix wasn’t about replacing talent. It was about clarity — setting a vision everyone could understand and measuring success in ways that connected to the bigger picture.
Hoteliers face the same test today. Rising labor costs, staff shortages, and increased competition mean it’s not enough to just hire talent. You need systems and culture that keep your people focused on the same North Star: delivering guest experiences that matter.
The Power of Transparency
One of the strongest themes in Ed’s story was transparency. He admitted there were times early in his career when he shielded his team from tough news. In hindsight, it was a mistake.
“People know when something’s wrong,” he said. “If you’re not honest, you lose credibility. But when you’re transparent, even in hard times, people respect it. They’ll rally with you.”
In hospitality, that lesson is especially powerful. Whether it’s ownership expectations, a dip in bookings, or a sudden operational challenge, hiding the truth only creates disengagement. Transparency builds trust — and trust builds loyalty, both with staff and with guests.
From Startups to Scale: What Doesn’t Change
Over decades of leading companies large and small, Ed found that certain leadership principles never change:
- Clarity of purpose: Teams can’t follow a vision they don’t understand.
- Accountability: Everyone, including leadership, has to own results.
- Empowerment: The best ideas often come from the people closest to the guest.
He put it simply: “The scale of the organization changes. The number of people changes. But the fundamentals of how you treat people, and how you align them, never does.”
For hoteliers, whether you’re running a 50-room boutique or part of a global brand, these fundamentals are non-negotiable.
Lessons in Resilience
Not every chapter of Ed’s career was smooth. He talked openly about setbacks — ventures that didn’t pan out, products that missed the mark, and moments when he questioned his own path.
What got him through wasn’t luck. It was resilience.
“You’re going to get knocked down,” Ed said. “The question is: how quickly do you get up, and what do you learn from it?”
That mindset is critical for hoteliers today. From the pandemic’s impact to the rapid shift toward digital-first guest engagement, resilience isn’t optional. It’s the difference between properties that bounce back stronger and those that get left behind.
Why Relationships Still Win
Even as technology reshaped the industry, Ed stressed that relationships remain the foundation of hospitality. Deals were won not just because of product features, but because of trust. Teams thrived not just because of strategy, but because of connection.
“The relationships you build — with your team, your partners, your clients — those outlast any business model,” he shared.
For hoteliers, that translates to more than guest service. It’s about ownership groups trusting management teams, marketers building authentic connections with travelers, and partners working together to innovate.
Technology will change. Market conditions will change. Relationships endure.
What Hoteliers Can Do Today
Ed’s reflections aren’t abstract leadership lessons. They’re directly actionable for hoteliers navigating today’s market. Here are a few ways to put them into play:
- Lead with Clarity
Define what success looks like for your property — not in vague terms, but in measurable outcomes. Share it with your team often. - Be Transparent
Don’t sugarcoat challenges. Whether it’s a slow season or a staffing crunch, honesty builds credibility. - Empower Your People
Give your staff permission to make decisions that delight guests. A moment of empowerment at the front desk or restaurant floor can define an entire stay. - Invest in Relationships
Guests, employees, partners — treat every relationship as long-term. Loyalty and advocacy are built in moments of connection. - Stay Resilient
The market will keep shifting. Setbacks will come. Build systems that help your team learn, adapt, and recover faster.
Why This Matters for the Future of Hospitality
Ed’s journey makes one thing clear: the hospitality leaders who will thrive aren’t the ones with the fanciest tech stack or the flashiest marketing campaign. They’re the ones who build cultures of clarity, trust, and resilience.
For hoteliers, this is a moment of opportunity. Travelers are looking for authentic experiences. Teams are hungry for meaningful leadership. Owners want performance they can measure.
The properties that align all three are the ones that will win — not just in 2026, but for decades to come.
The Hovr Perspective
At Hovr, we believe in what Ed articulated so clearly: hospitality is about people, alignment, and creating moments that matter.
Our technology is built to help hoteliers bring those principles to life online. By transforming static websites into interactive experiences, we empower marketers to tell authentic stories, guide guests seamlessly to booking, and measure the revenue impact along the way.
Because leadership isn’t only about what happens in the boardroom. It’s about every click, every impression, and every guest choosing your property over another.
Final Word
Ed St. Onge’s story is more than a personal journey. It’s a playbook for hoteliers navigating the most competitive landscape the industry has ever seen.
Lead with clarity. Be transparent. Empower your people. Build relationships. Stay resilient.
Do that consistently, and you won’t just fill rooms. You’ll build loyalty, culture, and long-term profitability.
And in the end, that’s what leadership in hospitality is all about.
Ready to see how Hovr helps hoteliers turn leadership principles into measurable bookings?
👉 Book a Demo Today
