Craig Smith explains that he returned from retirement to lead Aimbridge Hospitality because he is an operator at heart and wanted to be back in the business of running hotels for owners, rather than working on the brand side. Stepping into the CEO role, he faced unexpected balance sheet and capital structure challenges, but treated the first year as a restructuring and learning experience. Throughout the conversation, he anchors his leadership philosophy in frontline operating lessons, especially the idea that hospitality leadership is about working through people, combining discipline with genuine care, and building trust through consistency. He stresses that the best leaders create space for dissent and debate, then align the team behind a decision once it is made.Craig Smith explains that he returned from retirement to lead Aimbridge Hospitality because he is an operator at heart and wanted to be back in the business of running hotels for owners, rather than working on the brand side. Stepping into the CEO role, he faced unexpected balance sheet and capital structure challenges, but treated the first year as a restructuring and learning experience. Throughout the conversation, he anchors his leadership philosophy in frontline operating lessons, especially the idea that hospitality leadership is about working through people, combining discipline with genuine care, and building trust through consistency. He stresses that the best leaders create space for dissent and debate, then align the team behind a decision once it is made.
Craig Smith, CEO of Aimbridge Hospitality, on Leading through a Reset
