MAGAZINERADIOSHOP
LOG INSUBSCRIBE
2025-11-05
Written by Jasper Collins
With over a decade of hospitality experience, Anthony Grasso has risen through the ranks to become General Manager of the Courtyard by Marriott Manhattan/Upper East Side—one of New York City’s most competitive hotel markets. He reflects on leadership, guest experience, and what it means to build a hospitality culture that lasts.
Q: Anthony, you’ve built a career that spans several Marriott properties across the U.S. How did your journey in hospitality begin?
I started my career in hospitality with a deep appreciation for service and connection. My early days as a Front Office Manager at the Myrtle Beach Marriott Resort & Spa at Grande Dunes gave me a firsthand look at how each guest interaction can shape an entire brand experience. From there, I grew into leadership roles that taught me how operational precision and genuine care can coexist.
After Myrtle Beach, I joined the Saddle Brook Marriott in New Jersey, where I spent more than five years developing my management approach. I held roles from Director of Rooms to General Manager, and those years really grounded me in both the operational and human sides of hospitality.
Q: You’ve worked your way up through multiple properties and roles. How has that shaped your leadership philosophy?
What I’ve learned is that leadership in hospitality is about empathy as much as it is about efficiency. At the end of the day, hotels are about people—our guests, our associates, and our partners. My role is to inspire my team to see every guest interaction as an opportunity to make someone’s day better.
Of course, financial performance and operational consistency are critical, but I believe you achieve both by creating an environment where your team feels empowered and valued. If your associates are happy, your guests will feel it instantly.
Q: Before returning to New York, you served as a Regional Manager for the Newport Hospitality Group, overseeing multiple Courtyard properties. What was that experience like?
That role was a turning point. Managing the Courtyard Somerset and Courtyard West Orange gave me a broader understanding of scalability—how to maintain brand standards and guest satisfaction across different locations. It wasn’t just about running two hotels; it was about creating systems and cultures that could thrive independently.
I focused on aligning each property’s goals with Marriott’s service values while adapting to the nuances of each market. That meant everything from staff training and operational audits to developing tailored sales strategies. It was challenging, but it reinforced my belief that leadership is about consistency in values, not uniformity in execution.
Q: You’re now leading the Courtyard by Marriott Manhattan/Upper East Side. What are some of the unique challenges—and opportunities—of managing a hotel in New York?
New York is unlike any other market. It’s fast-paced, diverse, and incredibly competitive. The Courtyard by Marriott Manhattan/Upper East Side has 226 rooms, and our guests come from every corner of the world. That means we need to deliver service that’s not only efficient but also adaptable to different expectations and cultures.
The opportunity lies in the energy of the city itself. Guests here are often visiting for business, healthcare, or extended stays, and they expect comfort with character. My goal has been to build a team that understands this dynamic and can deliver both professionalism and personality.
Q: The hospitality industry has evolved rapidly in recent years, especially after the pandemic. How do you see the role of hotel management changing?
Flexibility and foresight are everything. The pandemic taught us that adaptability isn’t optional—it’s essential. Technology has become a bigger part of operations, but the human element remains at the core. Guests still crave genuine connection and care, and balancing digital convenience with personal service is where great hotels will stand out.
I also think sustainability and community engagement will define the next chapter of hospitality. Guests want to know that the brands they choose are making responsible choices—whether that’s through waste reduction, local partnerships, or staff development.
Q: After over a decade in hospitality, what continues to motivate you?
I’ve always been driven by the opportunity to make an impact—on guests, teams, and the community. Every property I’ve managed has taught me something new about people. Seeing a team grow, or a guest return because they feel at home, that’s what fuels me.
The future of hospitality, in my view, lies in purposeful leadership. As General Manager of the Courtyard by Marriott Manhattan/Upper East Side, my focus is on building a culture that blends operational excellence with compassion. That’s how we create experiences that last—long after checkout.
From his beginnings in Myrtle Beach to managing one of Manhattan’s busiest Courtyards, Anthony Grasso’s career is a study in upward momentum built on empathy, precision, and passion. His story reflects the heart of modern hospitality—where leadership is not just about occupancy rates or revenue, but about creating environments that uplift both guests and teams. As New York’s hospitality landscape continues to evolve, leaders like Grasso are setting a new standard: service grounded in authenticity and powered by purpose.