By Sue McMurray
If you ask Columbia Hospitality founder and chairman John Oppenheimer, there’s no better time to be in the hospitality business in Washington state.
He backed that sentiment with data during his keynote at the Burtenshaw Lecture, an annual event in which hospitality executives share career insights and advice with WSU students and the public.
Referencing the Smith Travel Research Report, a leading source of data analytics for the hospitality industry, Oppenheimer says visitors to Washington have risen 5.6 percent since 2019 and are spending 5 percent more statewide. The average daily rate in a number of markets is up, and guests to the US spent more than $777 billion in 2024, predicted to increase by $30 billion in 2025, according to the report.
“This data is one of the reasons to be so enthusiastic about hospitality,” he says. “This industry is growing and thriving. It’s fun, strategic, and important.”
Important lessons for success
Besides the positive numbers or the promise of them, Oppenheimer, who started in hospitality as a skycap at the Boise Airport, says hospitality matters because of the people who make up the workforce. He shared a couple of examples of talent—or lack of it, that he’s seen make a difference in people’s lives and careers.
Oppenheimer recalled a time during Columbia Hospitality’s management of Cedarbrook Lodge when a woman arrived to check in. The front desk agent noticed she was a bit frazzled and asked how he could help.
The woman explained she had the biggest interview of her life the next day and had forgotten her dress socks. After checking her in and sending a bottle of cabernet to her room, the agent asked a security guard to watch the front desk while he slipped out to buy socks. When the guest woke up the next day, there were 12 pairs of socks in different colors waiting for her.
“Those are the kinds of stories we get to create,” Oppenheimer says. “How we treat each other is part of the magic of what we do.
At Columbia, we talk about how we can create at least two stories a day—one for your colleagues and at least one for your guests to make their day more pleasant.”
Oppenheimer says he looks for massive enthusiasm and positive energy when hiring employees. He shares a story about his friend Jim, a president of a big hotel company.
According to Oppenheimer, Jim is in a long line of guests checking into the MGM Grand hotel in Las Vegas. When he reaches the front desk, the agent doesn’t welcome him or even look up—just asks for his license and credit card.
“Is this where you say, ‘Welcome to the MGM; we’re so glad you’re here?’” Jim asks.
The agent still doesn’t look up and replies, “Credit card, driver’s license; we’ve got a lot of people behind you.”
The next day, Jim is interviewing students at a nearby university career fair. The first student to walk in—wearing a crisp suit and an enthusiastic smile—is the MGM front desk agent from the night before.
“Hi,” Jim says. “This is going to be very short. You had your interview last night when you checked me into the MGM.’”
For Oppenheimer, this story illustrates that a successful hospitality industry is really only its people.
“Having an attitude of ‘man I love to work here!’ becomes transparent to guests,” he says.
Leadership practices that work
Oppenheimer founded Columbia Hospitality in 1995. Today it operates more than 100 properties in 9 states, including hotels, resorts, residential communities, golf courses, distinctive venues, restaurants, bars, and spas. Under his leadership, the company has earned many awards, including the 2024 Puget Sound Business Journal’s Fastest Growing Companies in Washington State and Washington’s Best Workplaces.
In an industry known for high turnover, Oppenheimer says it’s important to create a strong organizational culture to retain top talent. One of his tactics is mixing up teams at different locations to demonstrate the company’s culture. Another is using Beekeeper, an app that allows team members to see the work happening across properties but also share personal success stories. He’s also hired a team to incorporate AI into business operations.
Oppenheimer’s leadership style includes delegating and often celebrating large and small successes. He adds personal touches such as calling employees on their birthdays. Keeping culture and values alive as a company grows is a team sport, he says. He also reads every negative review monthly.
When COVID-19 disrupted the industry and caused layoffs, Columbia Hospitality coped by creating the Columbia Cares Foundation, a grant program to help team members facing hardships and unforeseen emergency circumstances. Oppenheimer also saw a need to diversify the company’s portfolio and subsequently became involved in the Home Owners Association management business, expanding Columbia’s scope of management from 2 buildings to 19.
“I’m not a big believer in 5- or 10-year plans, but rather I look for the right opportunities that add value,” Oppenheimer says. “The advice I would give aspiring hospitality business owners is to act with urgency, have a ‘yes’ mentality, and have consistent customer service across properties.”
