Cody Bertone has nearly two decades of hospitality experience, working with Marriott International, Virgin Hotels, Loews Hotels and Omni Hotels & Resorts. Today, he leads the W Fort Lauderdale along Fort Lauderdale Beach in Florida.
Bertone began his career as a housekeeping supervisor and worked his way through rooms and operations leadership before becoming a general manager in 2016. Since then, he has led multiple hotel openings, including the Pontchartrain Hotel and Virgin Hotels New Orleans.
1. What first got you into hospitality? Can you share a brief outline of your career journey? What brought you to hotels with so many different companies?
Growing up in Hammond, Louisiana, New Orleans is what drew me to hospitality. The people, history, and culture made me want to be a part of it. After college, I started my career as a Housekeeping Supervisor at the Loews New Orleans Hotel and worked my way through operations and leadership roles.
Throughout my career, I had the opportunity to work with several different hotel companies. Each move was intentional and focused on learning new skills, gaining different perspectives, and broadening my knowledge of the industry. Every company, brand, and role helped shape me into a more well-rounded hospitality leader.
2. Who were some of your mentors when you were getting started?
I was fortunate to work with leaders who invested in me early in my career because they saw my potential. They taught me the importance of accountability, taking care of associates, and never being afraid to learn something new. Steve Ferran, Ray Bruce, Henry Tebbe, Kevin Robinson and Ed Cronin all played pivotal roles in my development.
One piece of advice that has stayed with me throughout my career came from Gary Froeba when I returned to Omni Hotels: “Learn and develop, ask questions, and push yourself for additional expertise. Good luck.” It was simple but powerful advice that helped shape my approach to leadership and continuous improvement. I still share that same message with our new managers today.
3. What were some of the most important lessons you learned over the course of your career in the different roles you’ve held?
The biggest lesson is that people drive results. If you build strong teams, create a positive culture, and stay focused on the guest experience, good outcomes will follow.
4. What is the biggest professional challenge you’ve faced in your career? How did you overcome it?
The pandemic was the biggest challenge of my career. We had to make difficult decisions while keeping our teams engaged and focused. I overcame it by communicating openly, staying adaptable, and supporting the people around me.
5. You’ve opened a number of hotels—what are some challenges involved in opening hotels compared to running them after opening?
Opening a hotel means building everything from the ground up—hiring teams, creating culture, and establishing processes. The advantage is that you get to set the tone from day one, and your success or failure is often tied to the decisions you make leading up to opening—so make good decisions.
Running a hotel after opening is different. It’s about refining operations, developing people, adapting to changing business conditions, and consistently delivering results. There’s always a unique feeling after the grand opening when the celebrations are over and you realize the hard part is just beginning—we’re open. The challenge shifts from creating something new to sustaining excellence every day.
6. What was one of your proudest professional accomplishments?
Opening both the Pontchartrain Hotel and Virgin Hotel New Orleans are among my proudest accomplishments. I had just 46 days to open the Pontchartrain and a little over three months to open the Virgin Hotel. Both properties went on to earn significant recognition, including being named the #1 Hotel in New Orleans by Condé Nast Traveler Readers’ Choice. More importantly, I’m proud of the careers we helped develop along the way.
7. What brought you to your current position?
The opportunity to lead W Fort Lauderdale was exciting because of the strength of the brand, the energy of the market, and the tremendous potential of the property. I was drawn to the chance to lead a talented team, elevate the guest experience through innovation and programming, and help shape the next chapter. It was an opportunity to combine my passion for people, culture, and operations in a market that continues to evolve and grow.
8. What is the best part of your job?
The best part of my job is developing people. There is nothing more rewarding than seeing team members grow in their careers, achieve goals they once thought were out of reach, and gain confidence in themselves. Watching someone progress from where they started to where they ultimately end up is one of the most fulfilling aspects of leadership. Knowing that I can play a small role in helping someone build a successful career is what makes this industry so special to me.
9. What do you hope to be doing five years from now?
In five years, I hope to continue leading exceptional teams, growing as a hospitality executive, and helping develop the next generation of hospitality leaders while making a positive impact on the people and communities I serve.