CEO at Smith: Board Chair David Marriott Shares Timeless Hospitality Lessons

From a nine-seat root beer stand in Washington, D.C., to the world's largest hospitality company, David S. Marriott, Chairman of the Board of Marriott International, says that while his grandparents’ business has evolved dramatically over nearly a century, the values remain the same.

Marriott discussed a range of topics, including his family’s early beginnings in hospitality, his perspective on the company’s global portfolio, and the potential impact of emerging technologies on the travel industry during the recent CEO at Smith event.

The event marked the culmination of Marriott Day at the University of Maryland’s Robert H. Smith School of Business, during which several company executives dedicated their time to students in the classroom, delivering lectures on topics such as negotiations, international finance, digital marketing, leadership, and teamwork in organizations.

Finance and information systems undergrad Jiayi Wang ’26 appreciated the opportunity to hear from industry professionals and learn how classroom concepts can translate into tangible impact in the business world.

“It was fascinating to see how the speaker’s experience at Marriott aligned with the topics we've been covering in our international finance class, particularly in understanding how frequently Marriott collaborates with partner teams across different countries,” says Wang.

In the evening, Marriott Day participants and members of the Smith community convened in Frank Auditorium for the conversation between David Marriott and Dean Prabhudev Konana, which included a Q&A with the audience.

Here are five insights shared by David Marriott during the event:

Use emerging technologies to enhance, not replace. Artificial intelligence and new technologies can help facilitate more seamless travel experiences from start to finish. David Marriott views AI as a two-way opportunity for the company to gain a deeper understanding of consumer preferences and for its consumers to learn more about the Marriott brand and its services, in addition to potential gains in efficiency and profitability. However, he cautioned against implementing new technologies in place of the face-to-face interaction that is critical to the Marriott guest experience.

“Technology and AI are there to enhance, but not replace, our service delivery,” said Marriott. “This is a people business. It’s a face-to-face business. Technology will always be there to help us do better, but at the end of the day, it’s all about people serving people.”

Consistency can alleviate uncertainty. The only certainty in today’s world, according to David Marriott, is uncertainty. He emphasized the importance of maintaining brand consistency, upholding high standards and displaying core values in every market. All of these aspects of Marriott's operations are evident in how the company treats its guests, owners, and associates, while providing a localized yet consistent approach. Navigating uncertainty, he said, also requires maintaining a sense of calmness and confidence.

“We recognize that we’ve been through turbulent times before in our 98-year history, we’ve gotten through those turbulent times and we’ll continue to get through any difficult times ahead of us,” said Marriott. “That’s a great source of strength for us as we look to the global environment.”

Stay rooted in service. College years are meant for nurturing an insatiable curiosity and a willingness to learn. David Marriott also believes that another building block of a well-rounded skill set is exposure to the service industry. He shared how his first job within Marriott International was as a dishwasher at the age of 15, and he subsequently took on other roles in food service, housekeeping and behind the front desk. The skills that can be gained from working in service and hospitality are ones he believes translate to any other type of job or career.

“You gain the ability to connect and serve people, how to read a room and the ability to create special moments for others,” said Marriott. “I think there's something powerful about the service industry that you can really learn a lot from. It can be a force multiplier for you in the long run.”

There’s power in prioritization. Marriott recalled taking on his first executive position within the company at 31, as senior vice president of global sales. The transition from previously leading a team of roughly a dozen employees to overseeing the entire international sales organization was “overwhelming,” in addition to working long hours and being present for his family. It was through mentors that he learned the importance of compartmentalizing and how to juggle priorities.

“That was a really powerful lesson for me as a young executive to understand the power of prioritization. If you can focus on the critical few things, you’ll move an organization forward much faster and more efficiently than you will while trying to take on 20 priorities,” said Marriott. “I think that the organizations that prioritize really well are usually the ones that lead their industry.”

Trust and accountability go hand-in-hand. Marriott believes that as a leader, it’s important to work hard together, get to know each other through team-building experiences, and help the people around you understand “what’s important to you as a leader.”

“Without trust, we can’t achieve our goals. You need to be willing to share the good, bad and ugly news,” said Marriott. “You also have to set high expectations and make sure that your team knows that they will be held accountable when they fall short. What are the critical goals that you’re working toward?”