Alumni Interview: Adam Cohen

“I’m especially excited about my current assignment: opening a new hotel in Carmel, Ind., just north of Indianapolis,” says Cohen, general manager for The Tallison Hotel, a Tribute Portfolio Hotel for Marriott. “It’s a huge undertaking, and so much goes into it.” (Image by Fred Zwicky)

I got my start in hospitality as a pizza delivery guy in Highland Park, Ill. My mom was a party planner and I used to go to all these places, hotels, charity events; I was kind of her assistant. I’d meet hotel managers and banquet directors and hang out with her and learn about the industry. Now that I’m in the hospitality industry, my parents are thrilled. They love the vacations and hotel discounts I get them. They think it’s super fun that I’m following that path.

There’s so much to like in hospitality. It’s a tremendous way to build a creative career. I love engaging with people, and building relationships with guests and staff. Running a hotel with hundreds of employees is like taking charge of a well-oiled machine—a great challenge and accomplishment at the same time.

Two weeks after graduation, I got my first job at the Jenny Lake Lodge, a boutique hotel in Jackson Hole, Wyo. Compared to growing up in the Chicago suburbs and going to the U of I in Champaign, it felt like the Wild West. There were 37 log cabins in the middle of the Grand Tetons, and it had the best views of any hotel I ever worked at.

After Wyoming, I stayed out West, running guest services at a DoubleTree in Breckenridge, Colorado, one of the leading ski resorts in the country.  I oversaw all the valets, bellmen, shuttle drivers and rides to the ski town.  After 5 p.m. each day, I was in charge of the whole property.  My goal was to make sure the guests had a great experience skiing or mountain biking. That’s always the goal—making sure guests have a great experience.

The Drake in Chicago was a very different kind of place, a famous upscale hotel in a big city. It was a challenging time there because people were just coming out of the pandemic and itching to travel. I ran the entire front office team—the concierge, bell team, reservations department, all the assistant directors and managers. There were lots of wedding parties and it was crucial that the bride, groom, and close family had a great welcome experience.  When we nailed the arrival, it made the wedding even more fun for the guests and staff alike.

“We’re not just a place for guests to spend a night or two. We’re stewards of the city.” —Adam Cohen, ’13 ACES

I received great preparation at Illinois where I graduated with a degree in Hospitality Management. As just one example, the Food Science and Human Nutrition program gave me a real taste of what it was like to run a café or restaurant. We had a big classroom and Iron Chef-style kitchens where each group of students used different equipment to make various dishes. I could have become a chef; a few students did take the culinary route, but I liked the idea of running an entire hotel. That’s what I dreamed of.

That’s why I’m especially excited about my current assignment: opening a new hotel in Carmel, Ind., just north of Indianapolis. I’m the general manager for The Tallison Hotel, a Tribute Portfolio Hotel for Marriott. I always wanted to open a hotel myself; it’s a huge undertaking, and so much goes into it. My day-to-day is coordinating with contractors and executives to implement the personality of The Tallison, while recruiting team members to deliver that boutique hospitality experience.  I love doing it; we’re scheduled to open the hotel this fall.

When I look back, I see that my career has become less granular. I do a lot more coaching and development now, providing oversight to different departments and leaders. But I’m still focused on the details like uniforms and housekeeping and making a great-looking bed. The key, by the way, is a really tight top sheet. It’s about the opposite hospital corners right and giving it a good tug so it pulls out all the wrinkles and looks clean. You want to be able to bounce a quarter off it.

What I’ve come to understand, however, is that what consumers value the most is a genuine interaction with staff. It’s less about how nice the room is and the new paint job in the banquet hall. It’s how key staff members make the guest feel. It’s the inside information we provide for a fun walk or tour. It’s where we suggest they go out for dinner. We’re not just a place for guests to spend a night or two. We’re stewards of the city.

There are so many different parts to the hospitality industry under one roof, that’s what I tell people. There’s the food and beverage side, all the culinary possibilities. There’s finance and revenue management; they’re the numbers and pricing specialists of our industry.  Human resources is just as important; it’s all about getting the right people in the right places. There’s a lot more to the hospitality industry than meets the eye.