Kyana Gerard, director of rooms at the Omni Tempe at ASU, spent 15 years with Ritz-Carlton hotels (and nearly seven years at a Marriott in Charlotte, N.C.) before joining the Omni last spring.
What first got you into hospitality?
In my junior year of high school, we were required to choose a career track that offered hands-on training. There was a culinary/hotel training class with a kitchen. This meant I could enjoy some of my favorite foods cooked to my liking instead of eating in the school cafeteria! My teacher was passionate about hospitality. That passion sparked my curiosity. In my senior year, I completed a culinary internship at a resort in St. Thomas, USVI, where I grew up. I was drawn to hospitality because of the immediate impact you can make on someone’s experience. There’s something incredibly rewarding about creating moments that people remember. As my journey continued, I recognized this could be achieved through service, problem-solving, or anticipating needs before they’re expressed. Early on, I realized this industry blends people leadership, business strategy, and real-time execution in a way few others do, and that combination really resonated with me.
Who were some of your mentors when you were getting started?
My very first mentor was that passionate high school teacher, Ecedro Wesselhoft. Over the years, I’ve been fortunate to work under several strong leaders, particularly General Managers and Directors who led with both accountability and empathy. The mentors who had the biggest impact on me were those who took the time to explain the “why” behind decisions. They pushed me to think beyond my department, understand the full hotel operation, and build confidence in owning outcomes.
What were some of the most important lessons you learned early in your career?
The early part of my career was grounded in hard work and intentional observation. I invested that time in learning what it truly takes to operate a hotel, from executing the many moving parts of daily operations to gaining deep experience in food and beverage and events. That foundation shaped my ability to lead with both credibility and perspective. Along the way, I learned that consistency in leadership matters just as much as intensity. Teams perform best when expectations are clear, and leaders show up the same way every day. I also developed a strong appreciation for financial acumen, understanding how decisions on the floor directly impact the P&L. Most importantly, I learned that culture drives performance; when a team feels supported and developed, strong results naturally follow.
What is the biggest professional challenge you’ve faced in your career? How did you overcome it?
One of the biggest professional challenges I’ve faced, and one I see often among high-performing women in hospitality, is the gap between competence and self-advocacy. Many women are incredibly capable and consistently deliver results, but don’t always advocate for themselves as strongly as they should when it comes to new opportunities, visibility, or advancement. There can be a tendency to wait until you feel 100 percent ready. I’ve worked to overcome this by becoming more intentional about using my voice. I clearly communicate my goals, raise my hand for stretch opportunities, and ensure my contributions are visible. Just as importantly, I’ve learned the value of sponsorship. Having advocates in the room when decisions are being made can make a meaningful difference, so I’ve focused on building strong relationships with leaders who understand my capabilities and are willing to champion my growth. I am a proud Ascension member of Hospitality Hued. This organization has helped to bring greater visibility to this dynamic, creating space for more honest conversations about representation and advancement in our industry. Ultimately, it’s about aligning confidence with competence, recognizing my value, owning my impact, and stepping forward even before I feel completely ready.
Can you tell me about one of your proudest professional accomplishments? Why is it meaningful to you?
One of my proudest accomplishments has been developing leaders within my team who have gone on to take on larger roles. Seeing someone grow in confidence, take ownership, and succeed independently is incredibly meaningful to me. While driving performance metrics is important, building a strong leadership pipeline is what creates lasting impact on both the business and the culture.
What do you hope to be doing five years from now?
In five years, I see myself in a senior leadership role such as an Area Director/VP of Operations or General Manager, overseeing multiple facets of the business and helping shape broader strategy. I’m particularly interested in driving operational excellence at scale while continuing to develop high-performing teams. Long-term, I want to be in a position to influence both culture and financial performance across an organization.
What is the best part of your job?
The best part of my job is the people, both guests and team members. I enjoy the dynamic nature of hospitality, where no two days are the same, and the opportunity to solve problems in real time. At its core, it’s about creating memorable moments and ensuring each guest experience feels intentional and impactful. Equally important is empowering my team by giving them the tools and resources to build confidence and succeed. Most of all, it’s seeing the team thrive; whether that’s delivering exceptional service or achieving goals they didn’t think were possible.