Competitive Edge

At AAHOACON’s Collegiate Championship, the next generation of hoteliers cut their teeth in hotel management.

By A.D. Thompson

There is evidence, suggest some studies, that Gen Z may be less sociable than previous generations when it comes to face-to-face interaction.

The purported catalyst? A meaty entree of coming-of-age during a time of rapid technological advancement with ample sides of COVID-related isolation and increased social media use.

There was little evidence of this, however, amid the 27 competitors at the second annual Collegiate Championship: Hotel Turnaround Competition at AAHOACON25 in New Orleans. What’s apparent is that the face-to-face folks out there – and Gen Z surely has them – will always find their way to the hospitality industry.

A good thing, because not only are these students the industry’s future leaders, they are also its future guests.

“I think what this new, younger generation is bringing is a different perspective, a lot of fresh ideas, and, of course, the technology piece and their fluency in it is really important,” said Heidi Anaya, head of education for Russell Partnership Technology and a 34-year hospitality veteran.

 Russell, which developed the simulation used in the competition, delivers proprietary hospitality software solutions to many of the world’s leading hospitality companies and hotel schools.

Though textbooks and teacher interaction are valuable, traditional education has its limitations. In the simulation, students step into the role of general managers at an underperforming property – leaders who are trying to turn things around.

“Students must make operational, marketing, and capital decisions in running their hotels during the competition, which affects their profitability and the overall valuation of their assets,” explained Duane Zuber, president of GZG Hospitality and affiliate professor at Grand Valley State University, who ran the competition alongside Anaya at AAHOACON25. “They demonstrate their skills and abilities beyond academic transcripts, giving employers a clearer picture of their potential.”

Hospitality professionals need to know how to plan and how to pivot, said Anaya.

“The simulation allows the students to do this in the safest environment possible,” she explained. “No one’s going to lose their jobs. No one’s going to bankrupt a real hotel. But it gives them enormous experience to plan … everything from forecasting to figuring out the right number of staff to have working to creating a marketing strategy.”

It’s also about making adjustments along the way.

“The wrong rate strategy, the right amount of investment, they can shift and fix some of these issues,” Anaya said. “These are important qualities tomorrow’s leaders need to have, now more than ever…. The ones who don’t know how to pivot are the ones who are going to be left behind.”

Buzz in the wake of the competition’s inaugural run inspired palpable excitement among students.

“[The idea of the competition] sounded so dynamic, like an incredible way to be involved with the industry and learn more about hospitality and tourism, to connect with people and gain knowledge,” said Leah Samuels, who represented Florida International University at this year’s competition.

Anaya said grads entering the hospitality industry today bring a different perspective than she and her contemporaries did.

“There are a lot of fresh ideas, and the technology piece is really important. AI is moving at a rapid pace, and these simulations give them an opportunity to practice and experience what they’ll be doing before they’re even doing it. Some are coming into the workplace better equipped than some of us back in the day.”

There can be trade-offs, though.

“There are a lot of people who come out of post-secondary education and expect to be in leadership roles right away,” she noted. “That’s not necessarily the reality, but they are raring to go … so the biggest thing is to give them the opportunity to grow, to cross-train, to develop.”

The students, at 20 or 21, are nowhere close to being GMs right now, “but the simulation is giving them an idea of where they could be 15 years down the road, and I think it’s exciting for them.”

 It’s building a supply of trained leaders, said Zuber, a crucial get for the industry.

“A well-maintained talent pipeline offers a strategic advantage in a competitive and rapidly changing job market,” he said. “By proactively engaging with universities and their students, the industry has a pool of pre-qualified individuals [at the] ready when vacancies arise.”

It was a great, real-world experience, said Grand Valley State University grad Carley Curtis, who competed as a senior in 2024 and won.

“You’re running your food and beverage department, you’re running the rooms department, you’re deciding rates, you’re deciding your advertising, and you’re also worrying about market trends and your competition and how to price-point yourself. That’s not something you’re learning just working a general hotel job.”

The competition, said Zuber, is all about honing such skills, which are important individually, “but students learn that they’re all interconnected, that a successful professional can tie these skills together.”

Even the scoring system emulates what students can expect when they enter the workforce, as the simulator employs similar criteria. It mirrors the systems used by hotel groups like Marriott, looking at performance in four critical areas: Market performance, financial performance, associate engagement, and guest satisfaction.

The reality, Anaya said, is that numbers aren’t everything. “You have to take care of people, your own people and your guests, in order to have a successful operation. Knowledge is important, but at the end of the day, it’s always going to be the connections you make that will drive your success.”

Hoteliers, said Zuber, can effectively engage and encourage young people, specifically Gen Z, by adopting strategies that align with their preferences and expectations.

“This involves focusing on both attracting them as guests and as employees,” he noted. “It is important that we learn how the next generation thinks and works and come alongside them, mentoring them and supporting them throughout their careers.”

Motivation, said Anaya, doesn’t seem to be a problem for these students, who choose to compete and connect during a traditionally busy time of year – AAHOACON typically coincides with finals and graduation.

“It’s a big commitment, but it’s so rewarding,” she said, noting that many students spent their evenings at the hotel studying for exams, but remained eager to compete, to learn, to connect.

Maggie Furey, a 2024 competitor, then a senior at Kennesaw State University, found great value in doing so.

“It’s a great way to bridge academia and the industry,” she noted, “to build camaraderie and networking, to get to know the people you’re going to be working with in the future.”

She wished they’d had something like it in class.

“It was really useful, being able to run a hotel without any ramifications, any real-word problems … it gives you better understanding of what it would be like rather than just sitting in a lecture, listening to a professor speak.”

As the excitement continues to build over the program, Zuber and Anaya will look to fine-tune its administration. Adding social elements in its second year was successful, and 2026 will see more growth and changes.

Though only a handful walk away with the trophies and bragging rights – this year’s recipients came from Kennesaw State University and Virginia Tech – all receive participation certificates and letters of recommendation from AAHOA President & CEO Laura Lee Blake.

Anaya sees their promise.

“I have no doubt in my mind that 10 years down the road or more, a vast majority of them will still be in the industry,” she opined. “The passion in these young people just starting out is impressive.”e insights into the technological and economic pressures faced by hoteliers.