.png)
Spark and Hustle
Welcome to Spark and Hustle. The podcast that ignites your inspiration and fuels your hustle in the dynamic worlds of career and entrepreneurship. Join our host Karina a marketing junkie, on a journey of exploration, conversation, and empowerment.
In each episode, we dive deep into stories of professionals, entrepreneurs, and thought leaders. Discover the spark that ignites their journeys and the hustles that propelled them to success.
Whether navigating the corporate ladder or building your empire, follow Spark and Hustle for inspiration, practical advice, and occasional humor. Get ready to spark your ambitions and elevate your hustle game.
We believe in the power of connection. Join our community on Spotify, iTunes, and Instagram to share your experiences, learn from others, and become part of a supportive network of dreamers and doers. 🚀✨
@sparknhustlepodcast
Spark and Hustle
Managing the Madness: How Mario Gonzalez Keeps Arenas Operations Running
Connect with us:
- Instagram: @sparknhustle
Join the Spark & Hustle Community:
- Share your journey with #SparkAndHustle
Support the Show:
If you enjoyed this episode, please consider leaving a review https://podcasts.apple.com/us/podcast/spark-and-hustle/, and sharing it with a friends.
Hello everyone and welcome back to another episode of Spark and Hustle. I'm your host, karina, and today we have a fantastic guest joining us. With over 12 years of experience in the hospitality industry, he has climbed the ranks from restaurant manager at Marriott to assistant director of operations at Levi's Restaurants. His journey is a proof to the education, hard work and passion for hospitality field. Please join me in welcoming Mario to the show.
Speaker 1:Hello, welcome to Spark and Hustle, the podcast that ignites your inspiration and fuels your hustle in the dynamic worlds of career and entrepreneurship. I'm your host, karina, a marketing junkie on a journey of exploration, conversation and empowerment. In each episode, we dive deep into the stories of professionals, entrepreneurs and thought leaders, discover the spark that ignites their journeys and the hustle that propels them to success. Whether you're navigating the corporate ladder or building your empire, follow Sparking Hustle for inspiration, practical advice and why not? Occasional handwork. Get ready to spark your ambitions and elevate your hustle game. We believe in the power of connection. Join our community on Spotify, itunes and Instagram to share your experiences, learn from others and become part of a supportive network of dreamers and doers. I really admire the work that you've done, the little bit of what I know of what you do at work and I would love to continue to learn more about your experience. So if you could please introduce yourself, so others can know a little bit about your background.
Speaker 2:Yeah, absolutely, my name is Mario Gonzalez. I was born in El Salvador and I migrated to the States when I was 14 years old, grew up in DC, washington DC. It's a much political city but it is a melting pot. And then you know from there, obviously, I attended high school. By the way, that was my first schooling in the US was high school, and then after that I was fascinated with how historic the city of DC is and for some reason, it's something that caught my eye about learning about history, and I'd been a history nerd since since then, uh, including when I went to college. You know, I went to college in, uh, in Virginia, to uh, marymount university. My experience, you know, coming to the States and um, and then obviously I think my biggest journey is when I got to college. That's just a little bit of myself.
Speaker 1:I know you have hospitality background and that's the current industry that you're in. Is that what you went to university for, and how did your journey in the hospitality industry initiate it?
Speaker 2:I would say that it really started by accident. I went to school for business and, you know, being a young kid, I didn't quite understand what that entails. I only knew that if I get a business degree, I was going to work in some office. Truly, this was my mindset at that time. But while I was in college, I started working at a hotel and this was a Renaissance hotel at that time and still it is one of the boutiques hotel for marriott and I was working there as a server fridays through sundays, um, because I wanted to get some extra money for my, you know, pay for books and food and other fun things that I wanted to do go to the movies, and so I always wanted to have some cash. And then, you know, I was there in that job for two, three years, you know, all the way from freshman to junior in college, and I remember that some of the things that I started learning was that I always like to be around people and in that environment was something that I really liked, and I remember seeing having to have different people from all over the world coming to the hotel. And then it used to come to, you know, this restaurant that was inside the hotel and remember having to learn on. You know all the different cultures and experiences that I would encounter with those guests and it was something that I really enjoyed.
Speaker 2:And then I do remember that during my junior year in college I had to look for an internship and it truly was a casual conversation and the boss at that time says, look, maybe you should go down to the HR department and maybe they can help you with that. Maybe you can get an internship with Marriott. And honestly I was like, okay, I don't know if I want to stay in the restroom operations and the restroom business, but again, I didn't quite understand how massive the hospitality industry is. So I end up going to the HR office and asked the director of HR at that time and she was very polite, very happy to help me out, and said look, I have. I can certainly help you with finding some opportunities, just give me some time and you know I'll get back to you One day. I still remember like it was yesterday. I was at the computer lab, if you remember those times.
Speaker 1:I had to go to the computer lab, I get a call.
Speaker 2:You know I stepped out and she said look, we had some opportunities, but you know, unfortunately we don't have anything available this summer in the DC area. But we do have a great opportunity to go to Marco Island, florida. I had no idea where Marco Island was and where, and any of that, so, but I was, I always. I always been an eager person to learn and explore new adventures, especially if it was something that would help me in my career. So, you know, I just thought, yes, sign me up. And what I didn't know later on is I called my parents that same day later and I tried to explain to them hey, by the way, I got this opportunity. It's going to be great. I get to move to Florida for three months this summer and it's going to be a great time and I can learn a lot. And this is going to be my internship. So, and I'll be honest with you, you know, we all have our own different experiences. But you know my parents, you know I was a first generation to go to college, so my parents surely didn't quite understand what an internship is. You tried to explain that to them and I remember that my mom, you know, thought that I was literally going to college, going to Florida, just to have a good time. I still, you know, I still did it. But that was something that truly opens the doors. And you know, know how I view the hospitality business.
Speaker 2:Um, at that time, you know that that was part that you were um to do, uh, and spend some time seeing each of the facets and operational departments in a hotel. Uh, and you know, being a young kid and being exposed to that, I was, I was thrilled by it. Um, but, for example, they will will throw you in to work at the front desk for an entire week and you will learn everything that happens at the front desk when the guests arrive, because that is the first contact aside from the people who open the doors in a hotel. But that is your first experience when you walked in. So that was extremely important.
Speaker 2:And then, after that, they will move you to a culinary department in which you will learn how the chefs and the culinary department works. And they will move you to the bars and this was a it is a resort we're still there, by the way Then you go to the ticket bars and work how they operate. So the finance teams, marketing events, which was huge, and so I did learn a lot. So when I got back I was definitely more interested to say OK, now I understand that I thought it was just only one thing. But you know, the hotel industry it's a massive industry in which I can exercise my business degree and kind of learn that operation. And that's how everything pretty much started.
Speaker 1:Wow, marco Aylade. I mean you went to paradise. I've never been, but I heard and it seems to be a paradise, so you got lucky that beautiful you got assigned a an exciting place and I'm sure you had a great time.
Speaker 1:why did you have to have an internship? You mentioned you have to get an internship. Was it something that the school um required, or were you just aware that having an internship could help you? I'm asking because I myself am first generation. So many of the things in college I had to learn through the university. It's not like my parents were involved in letting me know that, oh, I had to get an internship before I graduated. No, so I can totally agree to that, and I'm also sure I don't know if how your parents were, but my parents would have been like, why do you have to go somewhere far, like why can't you just do your internship in the same city? You're going to school or living, but yeah, so why did you have to get an internship? And then, but it sounds like it was a rotational program, like a rotational internship program, and that way you could be exposed to the many different sides of the hospitality industry it truly was and and, by the way, to answer your question, it was both.
Speaker 2:It was, it was required, but, um, I've been fortunate enough to have really good mentors all the way from high school through college and, you know, always have people that would always have some great advice. And the way that it was, you know, for seed is, if you take an internship is at that, you know, stage in your life is equivalent or almost equivalent to a little bit of a real life experience. And it truly is so. And, uh, I was. I wanted to do that because I wanted to really see if that was the industry that I wanted to get into and because you would learn that, whether you want to pursue that career or that industry or not, and the other portion is that it was a rotational. You know that would explore all the facets of an operation.
Speaker 2:But I did also forget to mention that there were kids from all over the world. You know, in all different aspects of the operation, that they were culinary interns. You know it happens and they would put us in a complex which, you know, we're close to each other and I remember going into. You know, create some friendships with the culinary interns and they will cook and their days off and I will go over there and we'll try their food. I mean I'm talking germany, brazil, india, like amazing um cuisines around the world, and that these kids were learning um. And then you know we share what we're, our experience we're from, like from a restaurant or a beverage, um, uh, experience that we had.
Speaker 2:So it was great. It was great. But you're right, my mom, they said that to me hey, why can't you find something that is closer to here? But sometimes you had to. You know, you had to kind of try to balance it. Sometimes they may not completely reason with you, but you also have to have an understanding that not only is going to be good for you, but also that they would also understand that later on, and they truly did. But yeah, no, absolutely. That was a fun experience.
Speaker 1:Mario, is that? Because I know you're very travel savvy, so I want to know if this is where the spark for travel started, when you started meeting other people coming in from different parts around the world, or at what point in your life did your passion for travel started?
Speaker 2:That is a great question, by the way, and I've been wanting to share that for a long time If someone would ever ask me. It did a bit, but I'll be honest with you. Um, no, it actually was a different experience, but because I did end up getting a job with Marriott, I got into a management program after I graduated. That was nine months training as a trainee and then, if you succeed, you become a manager and that's how my career started with Marriott. But to answer your question about the traveling part, I rented the basement of a house of a friend of mine.
Speaker 2:This lady was extremely well-traveled as a young kid. She would always try to include me to the Washington DC political environment because she was working in in in politics, in congress. So I would always go to these events that she would invite me to and I remember, like it was yesterday, every time that she would invite me to places with some other friends. I would always get so excited and go and just socialize and meet and connect with other people. But she would also share a lot of her travel experiences or where she would go, and I remember, you know her travels going to Europe. Now she will go to Tuscany, she will go to Spain, mexico, all over the world, and I always, always, wanted to do that one day, to a point that you know there were times in which I was invited to certain trips but financially I couldn't afford to go to these trips.
Speaker 2:So I wanted to do it one day, you know, and I learned a lot from her and I think it does change you for sure, and her experiences is something that I always wanted to do and I'm. It does change you for sure, and her experiences is something that I always wanted to do and I'm being able to do that after. And every time that I have a conversation with her, I always remind her I said, look, I learned a lot from you on how you, you know you had your experiences that were, you know, working for Congress, but you were also, you know, working for congress, but you were also, you know, traveling. She was, you know she's a very humble person and, uh, you know, she will go from from having you know this, this fancy dinners in dc in a political circle, to going into a neighborhood from Puebla, mexico, to find the best mole, and I learned a lot from her. That's literally where I learned how to, or wanted to get to travel, for sure.
Speaker 1:I'm really amazed how there's some certain people in our lives that are not necessarily your family or somebody close to you. It could be your landlord. That could make a big impact and influence your life, and I'm sure you'll remember that forever. Do you still keep in contact with her?
Speaker 2:Grace, oh yeah, absolutely Every time that I go to DC I always try to connect with her. The last time that I went for Christmas, we had dinner and her husband and her kid Great people. But yeah, you never know where you're going to find something or someone that you can learn something. Learning, you know it's something you find everywhere and in anyone. As you mentioned, you will never know where you're going to find that that you learn something from another person for sure. And then history, like I mentioned, I always love history and, um, you know, I used to take like history classes just for fun in school and so I couldn't wait to find and being able to go to the places of, for example, like art history.
Speaker 2:You know, I remember seeing pictures of certain really historic landmarks in the world in an art book and I always wanted to see if I could accomplish to at least go visit some of them. And I mean, I mean, I'm sure we all can relate to that at one point. Right, whether you, in a book or in a movie, you see the Coliseum in Rome and you want to go visit. But I've always been intrigued about traveling because of, because of history, of cloud yes, they go.
Speaker 1:They go hand in hand for sure. Tell a little bit about how did you build those relationships with your mentors. You said you always had great guidance and mentors throughout your life and throughout your career. So I'm curious for you to share your experience of how is recently graduating and looking for mentors. How would you, how would you, advise them to search their mentors?
Speaker 2:So absolutely, Look, you can find a mentor anywhere, and the mentor could be your mom, you know, your big sister, your closest friend or a co-worker. Obviously, you're comfortable with creating or foster a relationship that goes beyond the day-to-day duties that you have at work, but I think you have to find somewhere that is a connection, that you have a mutual understanding. But one of the things that I would tell you in my personal experience have been people who had taken their time and invested in me, and that doesn't necessarily needs to be, you know, every day. That doesn't needs to be all the time. If it's a couple of minutes or five minutes or an hour of their day or weeks to reach out to you, to interact with you, even if it's some crazy thoughts, right In terms of what you want to learn, even if they don't know that, they're going to find someone who knows that and they will present it to you.
Speaker 2:I think it's a good way. But, again, you can find a person that can and, by the way, there is no such thing as a mentor for everything you know in life or a work. You can have multiple people. You can have people that are actually, you know, have a lot of expertise in one area. Literally all they want to provide to you or help you is something that they know well and that could be literally something just. They just want to listen to you or give you advice. So there's a combination of a lot of different things, but I've been very fortunate to find people outside of work and our works that I've been able to connect well and help me throughout the career path that I've taken.
Speaker 1:You've been very fortunate of finding this mentor. Have you had the opportunity to give this back and be a mentor to someone?
Speaker 2:You know what I try to do, that every day. I try to do that every day, like I said, kind of drives you into become one. So, but to answer your question, yes, yes, I, you know I have been fortunate to work with some, with some colleagues and some you know, a work that I, that I know that I have contributed to their growth, and that's, you know, something that I find a lot of satisfaction and happiness with that, knowing that. You know someone did it and invested their time in you and you, having that to you know, invest some of your time to give out to other people and what you learn. And then sometimes you find out that you're like my time is up here, I'm ready to move on to the next thing, but I want to leave some of my knowledge in something for someone that they can learn that. But I still do, I actively do that. I have some colleagues that I continue to find a way, how I contribute to that, and seeing their growth is something that doesn't have a price.
Speaker 1:But you may or may not receive a one-on-one session from me.
Speaker 2:I look forward to it. You know, I also think that the world needs more people like you. There is always some contribution that you can provide to people and that comes in so many different ways. In your case, for example, the level of positivity and motivation that you provide, that you provide it is. It's something that I am sure I can ask a lot of people who know you would agree with me. You know you always provide energy to other people and then you know that's something that a lot of us need. Sometimes they may not tell you that, but it's very important and I think that that's something that you provide and people around you I'm sure they're very grateful for it.
Speaker 1:Thank you, mario. I appreciate that. Going back to Marriott, so you did your internship, you went through the process, you graduated and then what happens next?
Speaker 2:so I apply for a management program um that marriott had at that time and I can probably tell you they still do because it's extremely successful. That is what bridge. What bridges the um you know, your college experience and internship into a management role. But not only that, the company that not only spend their times and resources on doing that but they also don't want to put you into hit the ground running, as you would say, but they want to make sure that you are trained. And you know it's a nine months you know program that you become a trainee but you're getting paid, you're hired, but it's more like a, I would say, like a trial program that at the end of nine months you know if you were not successful you're not. You know fully, I would say in a way that you know the company can make a decision and say you know you may not be the best fit for us, but they know how to do it so well that that is the likelihood for that to happen is very small because you're already invested in yourself as well. So it's kind of like a two-way successful program. And then you know after that I was able to become a full-time manager, but remember I was still, you know, I was still really young and a lot to learn and I was working and that was the good thing.
Speaker 2:Remember when I said about, you know, my parents not understanding what an internship was and why am I going to Florida. Well, you know, time goes by and I remember, you know, calling my mom and say, hey, I was, you know, giving offer a job to work at the biggest Marriott Hotel in Washington DC, to work at the biggest Marriott hotel in Washington DC. And you know, obviously my parents were very happy because I wasn't moving away. But not only. You know, I was starting my career in a hotel that was very well known in the city. So that was a happy moment. And my mom, by the way, works she's retired now, but she worked for Hilton Hotels for 30 years and you know her son going in to work for, you know, another hotel company, but she was extremely happy to hear that. So that's really how it started and you know, at that time there DC is a melting pot. It's a meeting ground for companies, you know, from government all the way to the private sector. So there were a lot of conventions in the hotel because it was 1,600 rooms. You don't hear a lot of hotels that have 1,600 rooms nowadays because things have changed. So it was exciting to work there.
Speaker 2:And then I truly got a lot of experience in the hospitality industry and that's kind of what got me to Marriott and I was there for six years. So I had a great experience there. I learned a lot. We opened you know there were renovations happening. You know we opened.
Speaker 2:I remember like being so young and being a part of opening at this huge steakhouse that had like wine walls and you know I was like you know how do we move from here? You know what are the processes, what are the steps and some of the things that I did learn in. You know, in a hotel environment that you have multiple departments, multiples and, um, a big convention comes into the hotel and you need to make sure that every single department not only have the right information but they work as a team and communicate really well and how they're going to execute that experience for that group. So you know we would have all department meetings that every you know department head for each department would come in and get communicated on what would happen and the things that would occur, and they will go from meetings in the day through, like hosted events a night, so there was a full experience, and then you would do it all over again in the morning. Um, so there was a lot to learn.
Speaker 1:There was a lot to learn for for a young person that I was uh, in such a young age, I'm sure you were were involved in a lot of responsibility and managing large teams. If you could just share some of the key lessons that you learned during your time there.
Speaker 2:Yeah, absolutely encourage you know young people that are, you know, graduating and start careers in any environment is to learn from the people that are actually, you know, established in those locations or companies, because they have a lot of knowledge, because they have a lot of knowledge. And another advice that I would provide is that getting a real-life experience is something that you can't get it at school, as we all know, right. But specifically, the things that I learned was that there were employees and you know team members that has been in the hotel for 25 years and I was 23 years old, so you know I come on 23 and someone has been there older than I was and getting the knowledge from those people, it's essential. And then the other things that I learned as well as you're exposed to, you know many things in the operation as well. It is how can you find ways to connect with other areas in the business to help you facilitate and operate better your area? Um, for example, in a in the hotel industry, the sales team is a is an essential part in a hotel because they are the one who bring your business into the hotel the food and beverage operation that you provide that experience for those sales teams to bring in clients and, you know, create relationships with people that would have a huge investment in the hotel. So you're you're part of that experience, so you have to do your part. Part of that experience, so you have to do your part. And so having those great relationships with those other departments will be essential.
Speaker 2:Another example you know, if you check in into a hotel and, for any reason, your flight got delayed and you just happened to show up and it's 11 o'clock at night and for some reason you know that person hasn't been able to eat dinner or hasn't been able to, you know, get a little break because they just want to get to their hotel, get a room and rest for the next day. You know you have to be able to find ways. How can you work with that front desk department, especially if you're a member, like you know, if you're a platinum member. Um, you know, now, as an envoy, you know company have changed but there's all these programs and you're a loyal uh, member of that company.
Speaker 2:On, you know, specifically hotel, at that time, how can you find a way to make that experience better for that guest that probably wasn't even expecting it? So you got to be able to work with the auto department. How can you help? You know, deliver? I don't know. A bottle of fresh water, a bottle of wine, you know? Maybe a meat and cheese board, you know, just as just examples, little things sometimes go a long way. So those are some of the a lot of the things that I learned at the beginning.
Speaker 1:Thank you for sharing. And so you were there six years, and then did you move into what it is now your current employer or did you have another job in between?
Speaker 2:No, that was it. I have only had two jobs in my whole career.
Speaker 1:Wow, you're a loyal person. Mario, You're a loyal person.
Speaker 2:I think I can actually say that now. You know, I think I'm comfortable to say that yes, yes, yes, I'm comfortable to say that yes, yes, yes. Well, you know, 2009 happened and I don't know if you remember, but there was a recession during 2009. It affected, you know, every industry, and the hotel industry was in an exemption from that, and so there were a lot of restructuring. You know, there was just a lot of changes happening and I remember that I have learned a lot, but I was still eager to learn more and I had always had that mind that I always want to learn something, and it was almost something like it.
Speaker 2:Just it happened because of the situation. It wasn't a plan for me to lead Marriott, but, you know, given the situation, I asked and I wanted to see what else that I could find out there, and I wanted to see what else that I could find out there, and a friend of mine mentioned it to me that said, look, if you want to continue your hospitality career, you know there is this company that you know it's in the sports and entertaining industry. So if you like to travel and if you like sports, you know, I think it's something that will probably fit you and that's kind of how I transitioned to from, you know, from area to where I am now and that's 15 years ago, so a lot has happened in between that?
Speaker 1:Yeah, so you've been with this current company for over 10 years now.
Speaker 2:Yeah, 15 years yes.
Speaker 1:Congratulations, Mario. Wow, that's a long time.
Speaker 2:It has been a milestone, but it's only been. I mean, I can tell you that there has been some incredible experiences, and you have to love what you do, to get up in the morning and enjoy your job, because it goes beyond that. It's not even a job anymore, it's an experience you're having all around that, even in the lowest moments, challenges that you encounter, you find a way how you can continue that. And so, yeah, there has been a lot of things that have happened, but 15 years ago and I'm still here- Still going strong.
Speaker 1:I know we can probably take a whole episode for some of the questions that I've been asking, but if there's any way, in a nutshell, you can describe what it's been like your growth within this current employer and how did you manage to go through each position that you've had? I'd love to hear how was that process?
Speaker 2:Yeah, absolutely. Look, I want to start with a quote. You know and this is a quote from a former president, but he was actually asked about something similar question, but it was more about you know, how do you, how do you find people that you know graduate from different schools and in different areas, in different industries, and how do you, how do you find the person you think is going to be the right person for the job? But in my experience, though and I would answer that a little bit later but for me has been that I like to focus on what's in front of me and I want to make sure that what that is is done well. So it has worked very well for me, because that doesn't mean you don't have longer aspirations, that doesn't mean that you don't have long-term goals, but having those short-term goals and make sure that those are, that you excel and you do those well, even if it's a slower pace, you are going to be noticed. For me, that has been something that is very important, because I know that the future will come and I know that, if the future, you know, if I get to a point in which I say you know what I have excelled and I have, you know, done these and contribute to that and learn these, and I think I have certain abilities and skill sets. To move on to the next thing, I know that myself. I would answer myself that question and I would answer that. And if the answer is yes, then I'll look for ways how I can continue to grow and move along the way.
Speaker 2:But every job that I have within this company has been in a time in which I know that I was almost ready, but I wasn't sure if I was ready, because sometimes you know, you know kind of, where you currently see yourself and whether you think you're ready for our next opportunity, right or growing, continue to grow in your career. But when someone comes to you and assure you of that because of what they seem, um, by working with you and based on the things that you're done, it, it assures you of that, even though you may not be at a. There's no such thing as being at 100 ready for the next job. It is always something that you have to continue to learn. But again, to answer your question, for me it's it's to do the things you have in front of you do well, and also, you can't. You can't do things, especially in my industry, without having the contribution of other people. Your success can also be, it becomes a part of other people. Who has helped you get there and I, again, I'm very fortunate to create, you know, great relationships and have people that have supported me.
Speaker 2:You know morally, you know emotionally and you know including the technical aspect of any jobs to help me to kind of what I got now. But there has been so many experiences that I have. I have been able to travel, you know, in in different cities in the States to different sports. I have had the opportunity to be a part of the tennis US Open in New York City, to the Kentucky Derby, to Final Four, basketball, final Four of Ford, basketball, final of Ford, among other great events that I have encountered, you know. And now you know basketball and hockey, you know concerts. It's an ever-changing environment and I think that's what has kept me full of energy and when I know that if my energy gets low, I find a way how I can recharge and we all have different ways of doing that right.
Speaker 1:To continue to create ways how you can still stay energetic and also mentally healthy to continue that career path. You just opened my eyes into focusing more on those shorter term goals. I've been thinking so much about the future, my aspirations, and focusing on what I need to do to get there that sometimes I get lost in focusing so much about the future and not focusing on what I need to do on my day-to-day basis. So thank you so much for the reminder on that. And another thing I wanted to say is you're basically focusing on. What I understood is you're focusing on your current role and what you currently need to do and trusting yourself, trusting the process into growing and if you're doing the right thing right now, you're going to get to where your aspirations are or your long-term goals will be. So that really resonated with me and kind of opened my eyes.
Speaker 1:Number two it sounds like it's just such a rewarding industry the one you're in and that you've got to experience many different awesome events. So I think it's fascinating the industry that you're in and I really love what everything you've been telling me. So it sounds like a very rewarding experience. And it's not a secret, because obviously your LinkedIn is open, but you're the assistant director of operations with your current employer. What does a typical day look like for you? I want to say what does a typical day look like for you, and what does a typical day look like for you when there's a big event happen?
Speaker 2:All right. So it's a great question, by the way. Well, my typical day would, aside from making sure that I have my coffee um, which is very important I'm not a lot of coffee, by the way um, it's, it's truly so. You know, for example, a typical event day, I will get to work a little bit before lunch times and if I say anything else but that my colleagues will call, call me out on, because I that's when I get to work is usually before lunch, and I'll tell you. One more reason is because you know our chefs and their team, you know, have some great meals that I don't want to miss, and I'm always looking forward to what's tomorrow's lunch is going to look like. So that's the fun part, and it truly is. And you know. After that, usually you know, for big events, for example, aside from making sure that you get in a full recap of what that event is going to look like, because there is different dynamics of our operations. Hockey can be completely different than basketball, and it can be in many ways, and so does a concert, you know, including you know the demographics for that event. So there's a lot of factors you got to make sure that are in order to execute that event. And that's where your team comes in place. You know, that's where it is very important to have a really good team in place that can help you plan and execute that that. But also, you know I can't tell you that in such magnitude of some of the events that we have, it truly takes an entire teamwork, it takes the entire team to do their part to be successful. You can.
Speaker 2:Some of the things that I'm learning, you know, in my career and in my time is that, um, I'm a very detail oriented person and I always been that way. I'm also very visual. Um, you know, I'm not a reader. I don't read a lot but I compensate from reading to be, um, I watch a lot of educational TV, uh, and because I'm a visual person. So that's how I compensate. So, you know, I work it's something similar to that, but you know, making sure that I get with, you know, our department heads to ensure that the operation is ongoing and if there's any challenges, delays, certain things, that happens. You know we need to be on the known but also communicate that and then find ways how we can execute, you know, an event successful even with those challenges. And in our industry, you know, to get a little bit more in depth. It's just that sometimes you're going to have a lot of internal challenges, but those are the things that you want to make sure that are not visible to those guests.
Speaker 2:It's, you know, I have to look at the operation from 30,000 to 50,000 feet out view to be able to see everything. I don't make a lot of decisions, but I want to make sure that the small decisions that I make are important and know that those decisions are going to impact something and someone and it's going to impact the operation, it's going to impact my team, it's going to impact a lot of things. So I need to make sure that when we're making those decisions whether they're for that day or for the months or for the months to come, but just generally speaking I need to make sure that you know, you ask yourself you know how is this going to affect our team, our operations, our partners, our clients? So there's a lot of you know critical thinking that goes into that. But then you also have to trust your team, you know to do their part. You can't do it by yourself, you have to. Even sometimes not everyone knows everything. You know, including myself. But you have to find the strengths and opportunities of your team and you have to explore the best out of that. If someone is a great organizer you know which I have, I have several if someone is a great, you know, organizational person who really knows how to, is detail-oriented and making sure that everything is you know, it's noted, it's on a calendar, you know notes all those things are essential Then you want to make sure that that person has the resources and tools to do. Whatever makes things strong has always worked for me and I think it's something that is truly important in running such a big operation. You know, if you move on to the culinary teams, you know you have to, you know trust that, you know and ensure that their operation is going to be running and you're going to make sure that you know that they're part of um of the plan gets executed well. And you know I couldn't say anything more than than great things about the team that I have. But um, on a personal level, um, you know my days kind of go that way.
Speaker 2:And then obviously sometimes there's a lot of partner meetings and calls, some of the things about our industry that sometimes may not be mostly visible to our guests and fans is how much we touch. Fans is how much we touch. For example, we may be in the food and beverage industry, but we also are involved in the partnerships, and by that I mean sponsorships. You have to be able to work with certain partners in different aspects of that operation. So, for example, if AT&T is a partner or if American Airlines is a partner, well, they're not in the food and beverage business, but you also have to understand how to partner with them and facilitate. You know that partnership you have with them, but then you also get for example, when I deal with this all the times a tequila company, or multiple tequila companies.
Speaker 2:I had to invent myself and learn and partner and really know about tequila. But then that's today, but then tomorrow I had to work with our wine partners. Our wine partners, you know, and I need to make sure that I you know, put a different hat on and learn. You know how I can partner with them in the best possible way, um to uh, bring the best of you know, of our partner brands. You know, and wine is one of them.
Speaker 2:I mean, I can go on in different brands you know in our industry, but you becomes um, it's almost like I said, it's never like boring moment, like you have to.
Speaker 2:You're like, okay, I do this every day and then I do the same thing, because that's not truly the case. You always do multiple new things and and if you go from sports to other sports and then entertainment, concerts, concerts, that also changes the dynamic. So there's a lot of different things that go within a day. And then the best part, the best part, is when you know our doors open and then the show starts and that could be a hockey game, that could be a basketball game, it could be a big concert, it could be Disney on ice, it could be a circus, it could be a lot of different events. But when those doors open and the fans are coming in, that's when all the work that you put in is, when you start seeing the product of it and you know having a successful night and day over, day over day is gratifying, and I think that you never start learning or finding ways how to tune that part of your days and you know it kind of changes.
Speaker 1:It sounds so boring, marios, right, that's yes. I mean, it seems like you never have a dual moment and every time it's a different. It's different every day for you. I want to touch on two things. One super critical to trust your team. I think it's key to have a team you trust and to be in a team you trust it makes it very miserable and challenging whenever you're not in a team you trust. It makes it very miserable and challenging whenever you're not in a team you trust. So I think that's part of the big success of your work.
Speaker 1:And then the second thing I wanted to tell you experience you're giving your guests and the fans. I mean, I can't even imagine how you feel when your arena is full and you see all these people so excited and this is either being by seeing their favorite players or even their favorite artists. Like, I can't even imagine how like you said, gratifying you feel and what goes through your body and through your mind when you just see all these super excited faces. Some, some could be even like a dream come true to see their favorite artists. So wow, it's super rewarding. For those who don't know exactly, I'm pretty sure mostly, mostly everyone knows what operations is. But if if you, in a nutshell, can you just explain what operations is to those who don't know what the operations side of a business would be in any business.
Speaker 2:Um, you know, I will give you the most common areas. Um, that any you know, I will give you the most common areas that any you know company would have. You know, you have your finance teams, right, they want to make sure that your finances are, you know, well kept and maintained, and then everything is in order. Then you have your human resources department, which is extremely critical in recruiting, engagement, payroll and all the benefits and a lot of things that go into a company and that could be literally your own small company to a corporation. But in a corporation there's a lot more than that. Then those are two fundamental areas. So now you have your finance accounting team and your HR. Someone keeps control of your finances. The other one keeps control of your people. Right, they get your people in the door, they help you train them and then they help you get them to operate. Whatever that product or service is In our case it's not necessarily a product, which in a way it can be right, but it's more of a service. So then you have to have someone to deliver that service or product. So in our case it's delivering an experience to those guests, right? So then you need to have an operations department In our, to be more specific, in the sports and entertaining industry. You know you're going to have two different facets of that industry. You're going to have two different facets of that. One is your concessionaire. That is, high-value operations. And I'll be more specific If you go into a stadium or an arena and you want your favorite hot dog and you want a popcorn, you want some tenders, the fanfare, the cotton candy, all the good things that you look forward when you go to a baseball game, right, or a basketball game or hockey, so you have to have that group of people to manage that and to run that operation. And then from then it goes all the way from the person who managed a certain amount of teams to a supervisory level, to the hourly team members, to the culinary teams who produces the food and beverage products for us to sell. That's your high value in business. It is your bread and butter. But then you also have to have your premium services as well and those are more client partner driven and they also in any industry.
Speaker 2:In sports you want to have that. You're going to have the people who want to be in exclusive locations. You want people that they want to have literally A to Z in an experience. It doesn't matter if they go to a baseball, football game, hockey, basketball or concert. They want to basically have the same experience they would have in their home or a restaurant, in a sports center. And that's where that other part of the operation comes in place. And you know, if you go into a stadium or an arena, it's the people who run all the private clubs, all the suites, all the group sales and catering spaces, all the way to the super, super VIP spaces in a sports venue. Those are your operational people.
Speaker 2:Now there is another part of operations in a that's in a building, but from a food and beverage time point, that's, that's ours. But if you work in a hotel, um, you know it's, it's a little bit similar, but then you also have which we do as well. You know there is sometimes, you know, people confuse the maintenance teams with the operations team, but they are the same. Um, that is more technical, you know. If you, you know, refer to an operations department that can also include the maintenance team that's there, and these are the people that want to make sure that you're building runs. So, again, you can go from that to the more services-driven, which is what we do and it's hospitality, so that kind of gets divided into that. And then your culinary team in a restaurant or a hotel or food and beverage is as essential as any other department, because without them you won't have the amazing food that you try and eat when you go to an event.
Speaker 1:Thank you. Thank you for the explanation. You touched on the premium services and you've managed various aspects of the operations, from a premium service to suites and catering. Which part of your role do you find most fulfilling on this, and why?
Speaker 2:Specific to the premium side or both.
Speaker 1:Specifically to the premium side.
Speaker 2:Okay, to the premium side. Okay, um, so I, as I mentioned to you, my entire career has been in in hotels and, and you know, full service hotels, because we didn't even touch how even hotels are different, depend on the demographics and the markets, because everything goes by markets, um, but I always came from full service hotels and a full service hotel is basically you have everything in it. You have to have certain, there's a certain criteria to be a full service hotel, and the same thing happens in our environment, in sports, but, you know, in premium I, when I, you know, joined this, joined this company 15 years ago, I started in the premium part of the industry and so I always been a premium person. But as I grown in my career, I had to take other responsibilities and now I oversee both. So, to answer your question, I love the creativity that you can have in a premium environment. For example, if you're a chef and you want to be creative, there is a lot of room of opportunities for, from you know, fixed menus and experiences to be creative and show us what you have. And I think some of the things that I had enjoyed the most is how much liberty and freedom you have to explore your, your, the things that you always wanted to do in that aspects, in that industry. I'll give you a couple of examples. If we go to the NBA finals, which we did the culinary teams want to make sure that they have the best of the best or the most creative experiences out there best or the most creative experiences out there and also they want to make sure that they have food for different, um, for different guests. You know, not everyone's. You know eats seafood, or you know, um, there's some wine drinkers versus beer, tequila. So you have to be able to look at all of that, but, depending on the spaces that you're operating, having the freedom to do what you want to do and get creative, because you know that that experience is going to be a great experience for your fans and guests. And then you see their reactions. Again, like I I said, it's something that makes you really, really happy.
Speaker 2:Um, the other part of that and we hate to admit it sometimes, but it just almost becomes part of it is the most common question that I get asked. You know, do you see celebrities? Do you see athletes? Do you see celebrities? Do you see athletes? Do you see? You know, do you interact with them or do you talk to them sometimes? Do you know what they're like? You know there's a lot of a lot of the most common questions that I get been in the industry, um, and yes, then we, we do have the opportunity and the blessing to, you know, get to know these people, interact with them at times, but also the most important part of all is that you become part of them. You become part of that experience, industry.
Speaker 2:And if you are working in the capacity that you are around certain celebrities and players and athletes, we all know that you are there to make sure that that is their home and you want to welcome them.
Speaker 2:You want to make sure that when they're there, they feel that they're comfortable, that they're at home, and there are certain regulations and certain policies, right, that you have to follow to make sure. For that reason is that you don't want to create an environment in which you become that they're not comfortable being there. So we enjoy that. But I will tell you what I don't enjoy is not. We don't enjoy the autographs, the pictures, the you know all the things that go on and our fans they love that and that's what they're there for and it's great, but being in the inside you, you can't do that. You you have to make sure that that is an environment that everyone is comfortable in being there. So having a conversation or a hello, having you know a greeting, you know you shake hands, that is a way more valuable experience than having an autograph or having a picture.
Speaker 1:I totally even forgot while I was working on this that you have that audience segmentation as part of your fans or audience as well.
Speaker 2:Demographics I just totally didn't even think about it, but I'm sure you've got to meet great people, yeah no, absolutely, and, like I said, I get asked that question a lot but, like I said, truly honest, we enjoyed the interactions and we want to make sure that, you know, our guests feel that they're at home and that is the most important thing. Changing the topic a little bit more towards leadership, how do you approach leadership and team management in such a fast paced environment like hospitality? Well, technology is an important piece. Um, nowadays you have to be able to find ways. How do you can continue to communicate with your team through technology? As you know, our business is extremely fast-paced, but you cannot forget that it is equally important as to engage with your team on a daily basis or as much as you can. I don't think that technology can replace the personal interactions you have with you know, with a person and with your team that you can actually truly engage in. You know express myself and I need another person to hear me out, and sometimes you find, you know mutual relationships that you can do both. But I think, from a leadership standpoint, the essential and basic, fundamental things are important to grow a relationship and truly, you know, contribute and provide ways. How can you, your team, you know, continue to grow? But I have been able to do a little bit of both and you know, I think, staying engaged.
Speaker 2:Another important part of that as well is to find ways. How can you have one-on-one conversations and one-on-one meetings if you are trying to establish growth in a team? In this very, very fast-paced industry that I am, it's really hard to do that sometimes. Often I would find including myself that you can't put the excuse that the only reason why you can't do that is because you're too busy. So you have to find ways and this is where, like I said, technology may come in place that if you can't physically you know, engage or meet you know everyone every day you have to find ways how you can still do that.
Speaker 2:But one-on-one conversations whether those are daily, weekly, monthly, you know, are extremely important. You can't lose sight of the people that are actually there to work with you, because it's not necessarily that you're just providing feedback and leadership ways to get better as a person and operationally speaking, but also you're also learning a lot from those people as well. But also you're also learning a lot from those people as well. I've been grateful to learn that. You know. I've been able to find ways that I have learned a lot from my colleagues and I still do every day, and sometimes you also need you know you need someone, or you need people to remind you about the things that they also want to accomplish and what they want to learn.
Speaker 1:How many people do you oversee, curious.
Speaker 2:For managers, I have about 12 managers, department heads all the way down, but as a whole team members, we have about 600. So it's a lot, and this is why I said that you know. Another trait of leadership that you can learn, in which, every day, I ask myself and tell myself to continue to encourage, to do that is to find ways how you can trust people on what their responsibilities are. Delegating is one of the most I should say one of the most underrated skill set that probably someone could have in a leadership position. You have to be able to trust the team and the people around you on their responsibilities, but also knowing that not everything is going to be perfect at all the time. Once you learn that and you become more aware of that, not only are you going to release and distribute a lot of your own responsibilities as well. And look, we all have different management styles, right, and some of us can be more controlling of our own environment. That is really hard to let go, because we want to be perfect or we want things to be how we want them to be in our own certain ways. And I'll tell you that I have learned to become more and more conscious of that, that not everything is going to be my way. It's going to be my way and it's. It has taken me a long time to gradually, you know, learn to be able to say you know what? Um, if they don't know everything right now, they are going to learn it. They can't learn it without you giving them the opportunity.
Speaker 2:But also another part that I like to continue to do is that you know, showing you know, becoming or being a leader doesn't necessarily mean that you have to micromanage everything and micromanage your team, but as a result of that or in exchange of that, that doesn't mean you can't support the team when they need so meaning, and I'll give you an example you don't have to be involved in everything, you don't have to micromanage every little thing, but you also have to be engaged with the team to know what's happening in the operation. So when they ask you for help, when they ask you for support, you are there and you know how to help them. So you know, that's something that I have, you know for a long time. I've been continuing to learn every day to become better at that, because you know, I remember, you know where, you know at times I want things how I want it to be.
Speaker 2:You know, this is how I foresee these. I'm always very visual, very detail-oriented, and so this is how I want things. But sometimes you're going to find out that you can do all those things by yourself, and unless you teach someone to do it, then. But also you're going to find that whatever you think you thought it was perfect and then you give that to somebody else to do it and they do it better than you do. There is nothing better than that. If someone does it better than you and you understand that, that is an accomplishment.
Speaker 1:It's not a weakness of yourself I love that, wow, um, I think there is a very it's a challenge to find that boundary and that line in where you want to make sure. Well, for me it's been a challenge where I don't want to micromanage, but then I also want to be aware of what's happening in case someone has a question and I can support them with the answer. The line is very, very thin and it's a learning process.
Speaker 2:It is, it certainly is, and you just have to find a way how you can still stay connected. I think that's the key.
Speaker 1:What advice would you give someone looking to pursue a career in the entertainment and sports industry or the hospitality industry even, or maybe even somebody who wants to pivot into this industry? What advice would you give?
Speaker 2:Look, two things. One of them is you have to. Number one you have to get some sort of real life experience. By that I mean you have to, even if you need to go back to basics, go back to basics. And you have to, even if you need to go back to basics, go back to basics. You know our industry is heavily based on experience versus. You know, if you have the highest degree out there, it helps, trust me, it truly helps. But if you don't have the foundation, even if you move faster, it's going to be more challenging on the long term. So I'll give you an example. You know, if you want to be a part of you know I'll give another example I love wines.
Speaker 2:I love wines and I sometimes ask myself, like, look, if I would just decide to move in and to literally go work for a wine company because I'm so intrigued about wines, I can't foresee myself to go out there. And and I'm not saying that you know, you don't. You don't value your skill sets and your experience. But I'm also aware enough to know that if I go and do that, it it can be an unknown territory. I want to go back to learn the foundations of it and whatever that is. I would go ahead and do that, because once you do that damn, whatever you already have as an experience and skill sets and leadership skills, a lot of the non-technical aspects of that industry are going to be there with you. You're going to implement those later.
Speaker 2:But you can't just jump into say, well, I want to be I don't know a manager in the wine industry and you can't, because you have to learn the fundamentals. Fundamentals is one and then and then you know the other one. You have to be at least realistic as well. That is not your normal typical nine-to-five job. You have to. When I interview candidates for, for any positions you know, especially from a management standpoint, is something that you have to be realistic. It is in anything in our industry, all the way from the teams, from athletes to celebrities in concert.
Speaker 2:Yes, do you think? You know there's a lot of glamorous to that? Um, including to. You know our experiences. Right, it's fun, it's great, it extremely glamorous and it can be and you can enjoy a lot of it. But you do there's a lot of things you kind of sacrifice and there's not a lot of holidays that you're going to be off in our industry, because when does the Super Bowl happen? This is a great example. When does it happen? Happens on a Sunday, right, it's always on a Sunday. When are the best shows out there happen? They usually what happens on your Friday night, saturday night, sunday, when most people are on the couch enjoying themselves or they're at a bar, they're having a great time. But that's what we're there. We're there to work and deliver that experience for the people who are there in their time off to enjoy it. So that's a realistic expectation that I would not have to really know, that you're getting into an industry, that it's crazy fun, but your schedule is not going to be as normal as you think it is.
Speaker 1:It's crazy. It's a crazy schedule as well.
Speaker 2:Yes.
Speaker 1:Okay, two more questions. My laptop is about to die, so hopefully I'll be able to get through these. Looking ahead, what are some of the trends and changes you anticipate in the hospitality industry and how are you preparing for these?
Speaker 2:Absolutely so. One of them is automation, you know. By that I mean there is different services nowadays in which you want to make them autonomous. For example, you know self-checkout markets. For example, you know self-checkout markets. Now, when you go to an airport nowadays, you're going to see I don't know if you're familiar with Amazon Amazon has their own technology of self-checkout markets and that is not something new in the arena or sports industry, but it's something that is continuing to grow, is something that is continuing to grow, and what it does is that it brings the benefits of not only you know, you can create a self-checkout market in an arena or a stadium, but you can have different products inside there.
Speaker 2:You know you can have different things, and it's also speeds of service, because the last thing that and this is something that our industry continues to work on Because the last thing and this is something that our industry continues to work on how we can provide services and experiences to guests without sacrificing their time on a line or waiting, because we want to minimize that, so they can go out and enjoy their show, so they can go out there and enjoy a concert game. So technology has a lot to do with that and our industry continues to evolve. Mobile ordering services nowadays that you don't have to move out of your seat. That is something that continues to evolve because it is operationally. It can be challenging if you don't have the right systems in place, but that's another thing that we continue to work on.
Speaker 2:Some of the other things, it's just going into the whole digital world. For example, you know you go to a sports venue and you know they don't take cash anymore. There's a lot of reasons to that, but it's also a you know technology right. So now you have your phone with you, you have your Apple Pay, you have all this technology. That cash has become, I wouldn't say less relevant, but to an extent it's almost more inconvenience now. So technology is changing the way we do business and there's a lot more, but I would say technology to change the speed of service and then finding ways that you can go into a location and you can find everything you need. You don't have to go to multiple locations to find a water, a beer, you know, a cheeseburger, a pizza, popcorn, things like that. So um, there's a lot.
Speaker 1:There's a lot of going on with that yeah, do you think that that is um a strategically set up right now, for a reason that you have to go to multiple locations?
Speaker 2:or no. That just the way how the industry have changed. You know and and and the needs, um, you know, um. You go to a location that offers, you know these product and that's what they do in there. So it's efficient, um, but also they have the capabilities to do that. One area, one product, and they do it well. Product and they do it well. Now the technology is how can we still provide the same quality of the product but offer it, offer multiple, than in one location? So, um, I don't think it's intentionally, it's just that you have to move and change, evolve with the technology, but also with the needs of the new millennium, right 2024, there's a lot of things that have changed, if you ask me, you know, 15 years ago. I mean, there has been so many changes since I joined this industry and if you don't change, then you stay behind.
Speaker 1:Yeah, I think we need. I would love for you to come back on and discuss more about processes, technology, innovation. There's just so many things that I'm super intrigued about, so do you think you see yourself being in this industry for the upcoming years?
Speaker 2:you know, I ask myself that all the time there is a time for everyone and, um sure, answer is yes. You know, I love the industry, I, I it's not a day that I don't have fun at work. But you know, at the same times, you know your priorities in life change and, who knows, right in the future, that my priority might be on a personal level, might be to do something else that would align with a job. But for now, no, I don't have any intentions of it. But, yes, do I see that changing in the future? Absolutely. Also, you have to realize that it's almost like when you've been in that industry for so long. You want to also create some room for the next younger generation, for the next generation to come in, and I think that's also something that I look forward to for sure.
Speaker 1:As you can tell, this has been the longest episode. We ran out of time and I had to ask Mario to send me these last two questions via a recording audio and it might sound a little different than when he sounded before. Two last questions to wrap up. One is what sparks your creative flame? And two, how would you describe this stage or phase of your life in one word?
Speaker 2:one word. Well, as far as my creative flame, I would mostly tell you that that is curiosity. I always lean into a curious person in terms of learning new things. You know and you can. Every day you can pick up something or see something or hear something and you learn it and then you never being, you know, exposed to it before. But there is so many ways and I think that is one thing that also keeps your mind sharp Knowing that you can go out there and learn new things from what you see, observe or from people. Data can be applied personally and professionally, but data always gets me really excited to go out on my day and see what I'm going to learn that day. I think we can all relate to that. We can all relate to that. So there's always if I would pick one word to describe my stage in life right now personally and influences. You know that can cost you lots of challenges. You know, especially mentally in the world that we're living nowadays and the things that you have to deal with on a daily basis.
Speaker 1:So finding peace is very, very essential. Today's episodes For our listeners. Don't forget to check out our other episodes, instagram, social media pages and make sure that you stay tuned for more inspiring stories on Spark and Hustle. Until next time, keep hustling and keep inspiring.