Today we’d like to introduce you to Tamara Price.
Hi Tamara, please kick things off for us with an introduction to yourself and your story.
I got into hospitality when my son was a baby and I was a young mom trying to build stability. I took a front desk job because I needed something consistent, but I ended up falling in love with the work. I learned everything I could. I covered shifts, helped housekeeping, learned night audit, learned the systems, and paid attention to every detail of how a hotel really operates. I even tried sales for a little while just to see if it fit me, but operations was where I felt the most at home.
I moved up because I showed up and did the work. I earned the trust of the people around me and I grew into leadership roles quickly. Eventually I stepped into my first GM role and that is where everything shifted. I learned how to run a business, build a team, and turn performance around. I hit big goals, won awards, and proved to myself that I could lead at a high level.
That led me into a Regional Director of Operations role where I oversee multiple hotels and focus on growing leaders, driving revenue, improving operations, and creating strong cultures. I’ve won multiple awards include 2x GM of the year and 3x hotel of the year and been recognized by Hilton as a heartfelt leader of 2023. My career has been built on consistency, curiosity, and learning every corner of the business. I started young and I started with very little, but I built something I am proud of and I am still growing.
Alright, so let’s dig a little deeper into the story – has it been an easy path overall and if not, what were the challenges you’ve had to overcome?
It has definitely not been a smooth road. I started my career as a young mom who was trying to figure out life while working full time. I was learning how to build a career and raise a child at the same time, and there were moments where I was exhausted and unsure but I kept going.
In hospitality you are always dealing with people, pressure, long hours, and real problems that show up at the worst times. I had years where I was understaffed, covering every role myself, and still trying to keep a team motivated. I have dealt with difficult leaders, tough ownership expectations, performance issues, and situations where I had to rebuild an entire culture from the ground up.
There were also personal moments that made the journey heavier. Times when life outside of work was complicated, but I still had to walk into a building and lead people.
Alright, so let’s switch gears a bit and talk business. What should we know about your work?
I am a Regional Director of Operations and I oversee multiple hotels and leadership teams. My work focuses on driving performance, building strong cultures, developing managers, and making sure each property is operating at its best. I specialize in turnarounds and in creating systems that help teams win. I am known for being able to walk into a hotel, see exactly what is working and what is not, and then rebuild it in a way that is both people focused and results driven.
I am most proud of the fact that I worked my way up from the front desk. I learned every role, every system, and every part of the business. I earned my promotions through consistency and through taking care of people while still holding the line on standards and performance. Watching leaders I have coached step into bigger roles is one of the most rewarding parts of my career.
What sets me apart is the way I balance empathy with accountability. I understand people and I lead from a place of clarity and respect, but I also make decisions that move the business forward. I stay calm under pressure and I approach every property with a problem solving mindset.
Black representation in senior hotel leadership is still extremely low. Only about 2 percent of Director through CEO roles in the hotel industry are held by Black people. Black women like me in senior operations roles represent a tiny bit of leadership …less than 1%. That is part of what motivates me. I am proud to sit in the rooms I sit in and even more proud to open the door wider for those coming behind me.
Any advice for finding a mentor or networking in general?
My biggest advice is to stop thinking of mentorship as something formal. The best mentors I have had were people I built genuine relationships with, not people I asked to officially mentor me. Pay attention to leaders who inspire you, people who communicate well, people who handle pressure with grace, people who challenge you to think differently. Connect with them, ask real questions, and stay curious. Mentorship grows from consistency and respect, not from a title.
Networking has worked for me when I show up as myself. I ask about people’s experiences, I stay open to learning, and I follow up. I also learned not to limit myself to people in my exact field or level. Some of the best lessons I have learned came from leaders outside of hotels who approached business or people in ways I had never seen.
What has helped me most is being willing to put myself in the room. Conferences, calls, trainings, leadership meetings, anything that exposes me to new thinking. I take notes, I ask questions, and I stay connected. People remember that kind of energy. Over time those relationships turn into people who will vouch for you, guide you, and open doors you did not even know existed.
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Image Credits
Jay Renee Photography
