“Teams don’t thrive in the gray area.”

No one thrives in the gray area.

If people don’t know what’s expected of them, how can they succeed? If they aren’t empowered to make decisions, how can they drive results?

At ARK, we don't leave room for ambiguity. We’ve grown from 10 hotels to nearly 100 in just two years, and I’ll be the first to tell you that kind of expansion doesn’t happen by clinging to outdated processes or waiting for permission. It happens by building a culture where everyone knows where they stand, where we adjust fast, and where there are zero surprises.

In my role overseeing top-line revenue, I’ve learned that hitting the numbers isn’t just about strategy, it’s about the culture you build to execute that strategy. For me, that culture rests on three non-negotiables: accountability, transparency, and flexibility.

Accountability often gets a bad rap as micromanagement. But it’s not. It’s about ensuring everyone knows exactly what winning looks like.

We set clear goals and hold weekly one-on-ones. But these aren't just "report card" meetings; they are real-time problem-solving sessions. If someone isn’t hitting their goals, the conversation isn't about blame. It’s about asking the hard questions:

• Do you have the tools you need?
• Are we focusing on the right targets?
• What do we need to change right now?

When expectations are clear, people don't have to guess. They just execute.

Transparency is how we prevent fire drills.

If the numbers aren’t where they should be, we don’t hide it. We address it upfront, talk through solutions, and make a plan. This is crucial for our internal teams, but it’s even more important for our asset managers and owners. They expect results, but more than that, they expect the truth.

This is where we let the data do the talking. By obsessively tracking key metrics, we can instantly prove the ROI of our efforts or pivot if something isn't landing. Transparency means being honest about what’s working and what isn’t before it becomes a crisis.

Flexibility is a must. I’ve worked in environments where leadership was rigid and guided by a stringent rulebook, but strict rules don't capture market share. Success comes from trusting your people to do what works for their specific market.

We don’t say, “This is the process, follow it.” We ask, “What’s working? What isn't?” And then we adapt.

Sometimes that looks like a schedule change. I had a team member call me recently and say, “Heather, I need to work Saturdays.” I didn’t ask why—I asked what he was seeing. It turned out his prospective clients were only available on weekends. We adjusted. It worked.

When people know they are supported, they take risks. They bring fresh ideas. They stop asking for permission and start driving the business forward.

That is the sales culture we are building. Accountability, flexibility, and transparency. That’s how we win.