Coral Hospitality

Brandon DeVoe

Hospitality Operations Authority

Creating Memorable Guest Experiences

Memorable guest experiences starts with being present. You cannot lead a food and beverage operation from an office. Leaders need to spend time in the dining room, kitchen, bar and banquet spaces. They need to talk with guests, work alongside the team, and see the operation firsthand.

Food quality will always matter, but guests remember the entire experience—how they were welcomed, how attentive the service was, and how we responded when something went wrong. At Coral Hospitality, we focus on a warm welcome, anticipating the guest’s needs, and ending each interaction with a sincere thank-you.

No operation is perfect. When we miss the mark, we need to listen, take ownership, fix the problem and follow up. Often, the way we handle a problem has a greater impact on loyalty than the problem itself.

Balancing Culinary Excellence with Operational Performance

A menu must be creative, but it also has to work. The team needs to be able to execute it consistently on a busy Saturday night, not just during a menu tasting.

When reviewing a menu, I consider the quality of the food, what our guests want, pricing, profitability, preparation time, equipment capacity, staffing and product availability. Standard recipes, plating guides, accurate forecasts and consistent training help protect the quality of the finished product.

Guest expectations also continue to change. People are looking for value, convenience, healthier choices, dietary accommodations, interesting flavors and better nonalcoholic options. We need to respond to those expectations without making the menu so large or complicated that it becomes difficult to execute.

The best menus give guests enough variety while allowing the culinary and service teams to do their jobs well.

Building Strong Teams for Consistent Service

People want to know what is expected of them, have the tools to do their jobs and feel that their leader supports them. My leadership style has always been hands-on. I like to spend time with the team, ask questions, listen and help remove anything getting in the way of their success.

That support also has to include accountability. Leaders need to address problems, have honest conversations and follow through. Ignoring a problem does not help the associate, the team or the guest.

Training should not end after orientation. It happens through pre-shift meetings, daily coaching, demonstrations, visual menu guides, cross-training and recognition. We also need to identify people with leadership potential and give them opportunities to grow.

After more than 25 years in food and beverage, I have learned that consistency starts with the leadership team. When leaders communicate clearly and hold the same standards every day, associates are more confident and guests receive a more consistent experience.

The Future of Hospitality Experiences

Technology will continue to change the way we manage food and beverage. It can help with forecasting, inventory, purchasing, scheduling, menu analysis and guest communication. Used correctly, it can reduce the time managers spend on administrative work and give them more time with guests and associates.

At the same time, technology should never replace personal service. Hospitality is still about people taking care of people.

We are also seeing greater demand for healthier selections, smaller portions, dietary transparency, local products, global flavors, convenient grab-and-go options and better low- and no-alcohol beverages. Guests want choices, but they also want value.

The challenge will be adopting new ideas without losing the personal connection that makes hospitality special.

Lessons for Future Hospitality Leaders

Do not treat food and beverage as just another hotel or club amenity. It can be one of the most memorable parts of the guest’s visit and a significant driver of revenue, reputation and repeat business.

Leaders need to understand the guest, know what each venue is supposed to accomplish and set clear expectations for quality and service. They also need to understand the numbers. 

I have worked in hotels, resorts, golf and country clubs, restaurants, bars, banquets and catering operations. Each operation is different, but the basics do not change: serve a quality product, take care of the guest, support the team and manage the business.

I would also caution leaders against chasing every trend. Listen to your guests and associates, review the data, and make changes that fit your operation. Most importantly, take care of your people. When associates feel prepared, supported and appreciated, they are much more likely to provide that same level of care to the guest.