What part of your personality makes you especially suited for this industry?

What makes me especially suited for this industry is my genuine passion for people combined with a strong sense of accountability and attention to detail.

I naturally lead with empathy and connection—I enjoy creating meaningful experiences, not just for guests, but for my team as well. At the same time, I’m highly operational and results-driven, which allows me to balance the “heart” of hospitality with the business side, ensuring we deliver exceptional service while still meeting financial and operational goals.

I’m also very hands-on and adaptable. In hospitality, no two days are the same, and I thrive in that fast-paced, ever-changing environment. Whether it’s resolving a guest issue, supporting my team during a busy shift, or navigating unexpected challenges, I stay calm, solutions-focused, and proactive.

Ultimately, I care deeply about the guest experience, my team’s growth, and the success of the property and that’s what drives me every day.

How do you inspire your team when morale feels low?

First, I make myself visible and present. I spend time with the team, listen to what’s really going on, and acknowledge their challenges. Sometimes just being heard and supported makes a big difference.

Then I refocus everyone on purpose. I remind them why what we do matters—how we impact our guests and each other—and help reconnect their day-to-day work to that bigger picture.

I also look for quick wins and celebrate them. Whether it’s recognizing someone for great guest service, hitting a small goal, or simply getting through a tough shift together, those moments help rebuild momentum and confidence.

At the same time, I make sure we’re setting clear, achievable expectations so the team doesn’t feel overwhelmed. Breaking things down into manageable steps helps people feel back in control. Most importantly, I lead by example. I bring positive energy, stay solutions-focused, and show that I’m right there with them because culture starts at the top, and the team feeds off that energy.

How do you balance family, personal life, and the demands of hospitality?

Balancing family, personal life, and the demands of hospitality comes down to being intentional with my time and priorities.

I make it a point to be fully present. When I’m at work, I’m focused on my team and operations, and when I’m with my family, I protect that time. I also rely on a strong team and clear systems so I can delegate and not carry everything myself.

Most importantly, I prioritize what matters most to me. No matter how busy things get, I make it a point to attend all of my grandson’s baseball games—that’s non-negotiable. It keeps me grounded and reminds me why balance is so important.

What legacy do you hope to leave within Hawai‘i’s hospitality community?

I hope to leave a legacy of empowering people and elevating the standard of hospitality in Hawai‘i.

For me, it’s about developing strong leaders—creating opportunities for others to grow, mentoring the next generation, and building teams that feel supported, confident, and proud of the work they do. I want to be known as someone who invested in people and helped them reach their full potential.

I also hope to contribute to a culture that blends operational excellence with genuine aloha—where we deliver exceptional results while staying true to the heart of hospitality in Hawai‘i.

If I can leave behind stronger teams, inspired leaders, and a positive impact on both our industry and community, that’s the legacy that matters most to me.

Who was an early mentor that shaped your leadership style?

An early mentor who truly shaped my leadership style is Lynette Eastman. She led by example—balancing strength with empathy—and showed me the importance of leading with integrity, accountability, and heart. Lynette taught me that being a great leader isn’t just about driving results, but about investing in people, listening actively, and creating opportunities for others to grow. Her mentorship has had a lasting impact on how I lead my teams today.

What legacy do you hope to leave within Hawai‘i’s hospitality community?

I’ve been fortunate throughout my career to work alongside incredible people and be part of an industry that creates opportunities for others. At Aulani, one of the things that has always been most important to me is supporting our Cast Members and helping local residents build rewarding careers in hospitality.

I also hope the work we’ve done has made a positive impact on the broader community through mentorship and career development opportunities, support for local organizations and efforts to share Hawai‘i’s culture and stories with guests from around the world. If I’ve been able to help open doors for others along the way and positively steward Hawai‘i’s culture, that is something I would feel truly grateful for.

What responsibility does hospitality have in honoring local culture and community?

Hospitality has a very important responsibility in honoring local culture and community. For many visitors, their hospitality experience shapes how they come to understand Hawai‘i, its people, and culture. As a Native Hawaiian who was raised here, that responsibility is very personal to me. At Aulani, we’ve worked closely with cultural advisors, artists, and practitioners to help ensure Hawaiian culture and language are authentically represented throughout the resort experience, including our KA WA‘A lū‘au and the ʻŌlelo Room and Cast Members who help share ʻŌlelo Hawai‘i with guests each day.

Furthermore, honoring Hawai‘i means caring for the community and environment beyond the resort itself. Through our Disney VoluntEARS program, Aulani Cast Members give their time at Nā Mea Kūpono to help restore lo‘i patches and preserve traditional farming practices.

For me, this work is about helping ensure Hawai‘i’s culture, traditions and communities continue to thrive for future generations, whether through efforts like the Aulani Scholarship or long-standing partnerships with organizations such as Make-A-Wish Hawai‘i and Kapi‘olani Medical Center for Women & Children.

What does leadership look like to you behind closed doors?
  

Behind closed doors, leadership is about relationships and taking care of people. I try to spend as much time as possible connecting with our Cast Members, listening to them and supporting them however I can. Sometimes that means helping someone navigate a challenge, celebrating milestones and birthdays, or simply walking the resort and checking in throughout the day. Nurturing others has always been very important to me, and I try to bring that same spirit into how I lead our team.

After more than 35 years in Hawai‘i’s hospitality industry, I’ve come to believe that humility and resilience are essential qualities in leadership. Our industry and communities continue to evolve, and leadership requires listening, adapting, and being thoughtful about how tourism impacts our islands and local families. I believe leadership should always be grounded in care, respect, and responsibility to the community we serve.

What do you believe Hawai‘i hospitality gets right that the rest of the world often misses?
  

Hawai‘i’s approach to hospitality has always been about much more than service. It’s about making people feel genuinely welcomed and connected while creating experiences that reflect the spirit, culture, and values of Hawai‘i in authentic ways. The most meaningful experiences are rooted in place and community, whether through storytelling, music, language, food, or personal connections with the people who live and work here.

As the landscape of travel continues to evolve, the industry is also helping lead important conversations about how we care for both our visitors and communities by prioritizing mindful, regenerative stewardship. We understand that to truly care for our guests, we must equally care for the islands they came to experience and the people who call Hawai‘i home. The health of our communities, culture, and environment is deeply connected to the experiences we create for visitors.

What is the biggest challenge facing Hawai‘i hospitality over the next decade?

I believe one of the biggest challenges facing Hawai‘i hospitality over the next decade will be ensuring that Hawai‘i remains a place where local families can continue to live, work, and thrive while sustaining a healthy visitor industry. Our economy is deeply connected to tourism, but our communities are also facing real challenges related to housing affordability, alongside environmental stewardship and cultural preservation.

We will need to continue evolving thoughtfully so the benefits of tourism are felt across our communities in meaningful ways. This includes continuing to invest in local residents, caring for our natural resources and ensuring Hawaiian culture and values remain respected and protected. I think the future of Hawai‘i hospitality will depend on how well we balance all of those responsibilities while creating meaningful experiences for residents and visitors.

What was your very first job, and what did it teach you about people?

My first job was working in my dad’s garage and gas station during high school. My dad had been an aerospace executive before he bought the garage and was the smartest, quickest person I’ve ever known. Because he got dirty and wore coveralls, people would look down on him, pigeonholing him as, I don’t know what. I learned that you can’t judge a person by what they do or how they look and vowed I would never do that. Even running huge hotels, I knew my employees’ names and would help out when they needed it, whether it was carrying bags, clearing tables, or answering phones.

How did you get into hospitality?

I was going to UCLA with the plan to go to law school. One morning at the breakfast table, my dad and I got into an argument about a car. I had parked my pride and joy in the driveway, blocking my dad’s car. While trying to maneuver his Ford station wagon around it, my dad backed into my car. I rushed out to the driveway and saw the bumper of my car laying on the ground. My dad said “see you at work” to which I replied I wouldn’t be in because I had to fix my car. Then he said “you have a job to do,” and I told him that he shouldn’t have hit my car. At that point, he retorted, “I’ll make it easy on you, you’re fired. Now you have time to fix your damn car.” Suddenly finding myself unemployed and needing a job, I applied at the local McDonald’s. And that was the start of my hospitality career.

What is a personal value you refuse to compromise in business?

Integrity. My dad taught me that you have to like the person looking back at you from the mirror.  I’ve tried to use that as my barometer in everything I do.

What is one moment with a guest or team member that truly moved you?

I was invited to the 50th anniversary of Robert Redford’s founding of the Sundance Resort in Utah, where I had worked 20 years earlier. The person who invited me was Chad Linebaugh, the current president of the resort, whom I had promoted into his first management position 20+ years prior. He stood on the stage introducing prominent folks in the audience: Robert Redford and his family, the governor of Utah, the mayor of Salt Lake City, the mayor of Provo, etc. Chad then said, “…and now I’d like to introduce the man who is probably most responsible for Sundance as it is today,” and called my name. It filled me with pride and brought me to tears.

Who was an early mentor that shaped your leadership style?   

When I left the mainland for my first GM position, I was leaving a beautiful 4-star golf resort to run two 1-star properties in Keauhou-Kona. My GM at Silverado Country Club, Kirk Candland, told me, “If you’re going to run a 1-star property, make it the best 1-star property it can be. There are things we do here that don’t cost any money: a warm greeting for each guest; lead, don’t point; and treat every guest as if they’re a VIP.”

I took that to heart and within about a year, our two properties rose to the top of the market for economy hotels in Kona. That lesson has never left me. Every interaction with a guest is an opportunity to create a lasting relationship, a lasting memory.

What was your first job, and what did it teach you about people?

My first job was at Nielsen Media Research, cold-calling households across the country to recruit them for the national TV ratings. It was a crash course in humility. When you interrupt someone’s dinner to ask them to log a week of their TV viewing, you learn quickly that you can’t talk at people from a script.

You have to listen, figure out what matters to them in that moment, and speak to them like a person, not a telemarketer. Most people hung up on me. The ones who didn’t taught me that behind every data point is a real person with their own habits, preferences, and motivations. That job is also what first got me interested in audience measurement and consumer research, the idea that you could actually understand who people are and what moves them.

It’s a curiosity that never really left me, and it still shapes how I approach every campaign. Good marketing goes far beyond the message itself. It’s also about understanding someone well enough to reach them in a moment when they’re genuinely receptive to you.

How did your background in the agency world prepare you for this role?

More than anything, my agency years gave me discipline and range. I spent years in media planning and buying for global brands across various product categories, negotiating with media partners, managing massive media budgets, and using audience data to inform where every dollar should go. That work teaches you to move fast, think at scale, learn a new audience quickly, and let research rather than instinct drive the strategy. That’s the foundation I draw on

every day now.

What misconception do people have about your role?

When I tell people I work for Cirque du Soleil, the first question is usually whether I perform in the show. I do not, and everyone is better off for it! The real misconception is subtler. People assume that in a place like Waikīkī, with millions of visitors a year, an attraction like ours just fills itself. It doesn’t. It’s also more fragmented than people think.

We’re reaching very different people at very different moments: affluent travelers planning months out, couples already here deciding how to spend one of their few nights, locals choosing somewhere to go this weekend. Each decision happens in a different place and on a different timeline. The seats don’t fill themselves. Filling them, night after night, is the actual job.

How do you protect your peace during high-pressure seasons?

What keeps me grounded is being deliberate about how the day starts. Every morning, my husband and I sit down for coffee. He works West Coast hours and is already a few hours into his workday, but we protect that time anyway. No phones, no television, no emails, just a few minutes before the day takes over.

Then I have a beautiful early morning walk to work through the heart of Waikīkī. After years of chasing the next big thing, starting the day this way reminds me how lucky I am to be here. Left alone, work will take every hour you give it, so guarding those first few quiet minutes is what keeps the rest of the day in proportion.

What has it meant to build ʻAuana from the ground up?

Helping bring ‘Auana from concept to opening night is something I’ll never take for granted. On the marketing side, I shaped how the show was introduced to the world: developing our key visual, directing photo shoots and ad campaigns, and more recently launching our official soundtrack.

Getting to work alongside such talented artists, designers, and cultural leaders has been a real honor and highlight of my career. The other reward has been the challenge itself. ‘Auana is Cirque’s first resident show in Hawaiʻi, so there was no playbook, historical plan, or comparable show to study.

Every decision was a first, made in real time and adjusted as we learned. Opening night was a thrill, but it was the easy part. The harder work is making it last, growing our audience alongside our partners at the Outrigger Waikiki Beachcomber, who gave the show its home, and staying connected to the community that embraced us, not just selling to them. The launch was a proud moment, and making it last is the work I’m most committed to now.

When did you realize hospitality was your calling, not just your career?

I realized hospitality was more than just a job very early on—ironically, in the same building I now manage, Hotel Renew.

I was born and raised in American Samoa, where the population is around 45,000 people, and life felt very familiar. You grow up seeing the same faces every day, and there’s a comfort in that, but also a limit to how much of the world you experience.

When I started working in Waikīkī, everything changed. For the first time, I was meeting people from all over the world, hearing different languages, learning about cultures I had never been exposed to. It immediately sparked something in me. I became curious—not just about where people came from, but about how I could be a part of their experience here.

Working in a boutique hotel environment shaped me in a big way. It allowed me to step beyond my role and understand every part of the operation. More importantly, it taught me how meaningful small, personal connections can be. I found purpose in creating moments that guests would remember long after they left. That’s when I knew this wasn’t just a career path—it was something I genuinely loved.

Who was an early mentor that shaped your leadership style?

An early mentor who had a lasting impact on me is Tomo Hikichi. At the time, I was working at Hotel Renew and would look across the street at Waikīkī Beach Marriott, thinking, “I want to work there.” I wanted to challenge myself—to grow from a 72-room boutique property into a large-scale resort environment.

When I met Tomo, what stood out immediately was his level of dedication, not just to his work, but to developing people. I knew right away that I wanted to learn from someone like him. Although we didn’t work together immediately, about a year later we reunited and opened The Ritz-Carlton Residences, Waikiki Beach together.

That experience was pivotal. Tomo led by example. He set high standards, but he also invested in his team. He believed in building up the next generation of leaders, and that stayed with me. Many of the leadership qualities I carry today—accountability, consistency, and genuinely caring about people’s growth are rooted in what I learned during that time.

What part of your personality makes you especially suited for this industry?

At the core of it, I genuinely love people. I thrive in environments where I’m surrounded by individuals who are constantly pushing themselves and in turn, pushing me to grow.

I strongly believe that the success of any business is directly tied to how it treats its people. The team members who are on the ground every day while executing, problem-solving, and delivering the experience are the reason a business continues to evolve and succeed. When people feel valued and supported, that energy naturally translates to the guest experience.

That mindset shapes how I lead. It’s not just about operations or results; it’s about creating an environment where people feel empowered, respected, and proud of the work they do. When you take care of your team, everything else follows.

How do you stay present with guests when the day feels nonstop?

The simplest way I stay present is by shifting my perspective. I try to see every guest as if they were a member of my own family. Whether it’s an aunt, uncle, parent, or grandparent, that mindset naturally brings empathy and patience into every interaction.

I also remind myself that for many of our guests, this trip is something they’ve planned for a long time. I’ve heard countless stories of people saving for years or even spending what they consider their “life savings” to experience Hawaiʻi. That puts everything into perspective.

No matter how busy the day gets, there’s always time to show up for someone who has chosen to spend that kind of time and money with us. That awareness keeps me grounded. It reminds me that while we’re managing operations, we’re also part of someone’s once-in-a-lifetime memory.

How do you balance family, personal life, and the demands of hospitality?

Balance, for me, comes down to discipline and support. With so many moving parts in both my professional and personal life, staying organized and maintaining a structured schedule is essential. Without that, things can quickly feel overwhelming.

As a mother of four, I’m incredibly grateful for the support system around me—my husband, my family, and my team at work. I truly consider my team part of my extended family. We support each other through the highs and the challenges, and that creates a sense of balance that makes everything more manageable.

Hospitality is an industry filled with both rewarding and demanding moments, but I believe it’s important to show that you don’t have to choose one path over another. You can be a mother, a wife, and a career-driven leader all at the same time. It takes effort, intention, and a strong support system, but it’s absolutely possible.

When did you realize hospitality was your calling, not just your career?

I was born in Hawaiʻi but raised in Japan until I was 15 years old. When I returned to Hawaiʻi to attend Mid-Pacific Institute, I experienced the islands in a completely different way. I fell in love with the beauty of the land, the richness of the culture, and most importantly, the people.

There was a warmth and sense of belonging that immediately made me feel at home. As a teenager, I saw Hawaiʻi through fresh eyes. The islands left a lasting impression on me, and I realized hospitality was about much more than providing a room or a meal. It was about creating experiences that allow others to feel the same connection I felt when I returned home.

Today, hospitality gives me the opportunity to share Hawaiʻi with people from around the world. Every guest arrives hoping to create memories, and being part of an industry that helps bring those experiences to life is what transformed hospitality from a career into a calling.

What responsibility does hospitality have in honoring local culture and community?

Hospitality has a responsibility to preserve, respect, and share the culture of Hawaiʻi in an authentic way. Visitors come here because Hawaiʻi is unlike anywhere else in the world, and we have a responsibility to help them understand what makes these islands so special.

For me, this responsibility is personal. I have been dancing hula since 1997. Although I took a break while focusing on my career, I remain a proud member of Hālau I Ka Wēkiu. Over the years, I have had the privilege of competing in nine Merrie Monarch Festivals and hope to participate in my tenth in 2027.

Through hula, I learned lessons that continue to guide me today: commitment, discipline, teamwork, humility, and respect. These values are just as important in hospitality as they are in hula.

When guests stay with us, we want them to experience more than a hotel. We want them to feel the aloha spirit and gain a deeper appreciation for the people, culture, and traditions that make Hawaiʻi unique.

What is a personal value you refuse to compromise in business?

The value I refuse to compromise is aloha.

Many people think of aloha as simply a greeting, but to me it represents genuine care, kindness, respect, and compassion for others. It is the foundation of how I lead and how I approach every interaction.

While business results and performance metrics are important, people will always come first. I believe that when leaders genuinely care about their team members, those team members naturally extend that same care to our guests.

Whether I am working with associates, guests, owners, or business partners, I strive to lead with empathy and respect. People may forget what you said, but they rarely forget how you made them feel. Aloha is more than a value—it is a way of life.

What is one moment with a guest or team member that truly moved you?

The moments that move me most are when I see people develop a genuine connection to Hawaiʻi and to each other. I love seeing guests visit Hawaiʻi for the first time and completely fall in love with the islands.

Even more rewarding is when they return year after year and choose to stay with us again. Knowing that our team played a role in creating memories that bring people back is incredibly fulfilling.

I feel the same way about our associates. Many have dedicated years, and sometimes decades, to our hotel. Watching them take pride in their work, care for one another, and treat the property as their second home is inspiring. When associates view their coworkers as family and genuinely care about creating memorable guest experiences, it creates a culture that cannot be taught. Those are the moments that remind me why I love this industry.

What legacy do you hope to leave within Hawai‘i’s hospitality community?

I hope my legacy is one of service, mentorship, and pride in Hawaiʻi. I want to help showcase Hawaiʻi to the world in a way that honors our culture, respects our

community, and creates lasting memories for visitors. At the same time, I hope to inspire the next generation to see hospitality as more than a job.

Hospitality is one of the few careers where you can positively impact someone’s day while representing your home to people from around the world. It offers opportunities for growth, leadership, and meaningful connections.

If I can help young people discover the same passion for hospitality that I found years ago, while encouraging them to share the spirit of aloha with others, then I will consider my career a success. Hawaiʻi has given so much to me, and I hope to spend my career giving back through the people and experiences we create every day.

How has growing up or living in Hawai‘i influenced the way you serve others?

Growing up in Hawai‘i shaped every aspect of how I serve and care for others. Being surrounded by extended family taught me early on that we are part of something greater than ourselves and that we each have a responsibility to support one another. I also learned that our actions reflect not only ourselves, but on the people and values we represent. The importance of caring for others, showing respect, and serving with humility are values deeply rooted in ʻohana that have strongly influenced how I strive to serve others today.

Who was an early mentor that shaped your leadership style?

One of my earliest and most influential mentors was my aunty. In my early twenties, I worked in my family’s business, where she taught me the importance of always taking care of the customer, appreciating and valuing your employees, and paying close attention to details. Those values have stayed with me throughout my hospitality career.

After college, I had the opportunity to interview for a position at the corporate office of a global hotel company. I remember doubting whether I was truly qualified, but my aunty encouraged me with a simple statement: “Who wouldn’t want to hire you?” That belief and confidence she had in me gave me the courage to take that next step. That experience has stayed with me as a leader. I strive to encourage and uplift others in the same way, especially when they are ready to grow into new opportunities but may not yet see their own potential.

How do you inspire your team when morale feels low?

When morale feels low, I believe communication becomes even more important. Taking the time to check in with team members individually, as well as coming together as a group, helps ensure everyone feels heard, supported, and aligned.

I also believe in creating opportunities for connection outside of day-to-day operations. A shared meal, off-site gathering or team activity helps strengthen relationships, build trust, and remind everyone that we are working toward shared goals together. Even small moments of connection can have a meaningful impact on team morale and culture.

What responsibility does hospitality have in honoring local culture and community?

Hospitality has an important responsibility to honor and respect the local culture and community it represents. Being born and raised in Hawai‘i and as someone who is part Hawaiian, I feel a deep personal connection to that responsibility. After spending time away and making the decision to return home, I knew I wanted my career in hospitality to be centered on serving both our local community and our visitors in a thoughtful and meaningful way.

To me, hospitality extends far beyond service, it is about creating authentic connections, uplifting local culture, and ensuring that the people, traditions, and values of Hawai‘i are treated with genuine respect and care. I believe hospitality has the unique ability to educate, preserve, and share the spirit of aloha in meaningful ways, while also supporting and giving back to the communities that make Hawai‘i so special.

When all is said and done, what do you hope people remember about the way you made them feel?

A few months ago, I attended an event where a banquet server asked me, “Ms. Sheryl, is there anything else I can get for you?” I was surprised because I wasn’t wearing a name tag and didn’t recognize him. When I asked how he knew my name, he shared that his wife had previously worked with me at a hotel I managed. Knowing that a former employee had spoken positively about me to their family was one of the greatest compliments I could receive as a leader. At the end of the day, I hope people remember that I made them feel seen, valued, and respected. I hope the people I’ve had the privilege to work alongside felt supported, appreciated, and genuinely cared for; not just as employees, but as individuals.

What part of your personality makes you especially suited for this industry?

I simply LOVE the hospitality industry. I came to Hawai‘i when I was a teenager and got the chance to experience the magic of Waikīkī Beach. Needless to say, it was transformative and I was totally hooked. I then went on to study Hotel Management.

How do you inspire your team when morale feels low?

I do my best to lead by example, at all times. I am always available to my team. I make it a priority to walk my properties throughout the day and to get to know our people, celebrating their skills, inspiring their growth, listening to their concerns, getting to know their families and what motivates them beyond work. I lead with high standards while being both relatable and reliable. I hope that consistency steadies the demands of this industry.

How do you balance family, personal life, and the demands of hospitality?

That’s a really tough one for me as I come from the adage of Hotel Management where work was a commitment of lifestyle, not a 9-5 job. I grew up working all the time and when you love what you do, it shouldn’t feel like work. That said, I really try to add daily balance into my life, for my family, and for my personal wellness. I start my days very early so that I can reset in the evenings with loved ones. I love giving back to the community and a great round of golf.

What legacy do you hope to leave within Hawai‘i’s hospitality community?

I have dedicated almost my entire career to Hawai‘i and the hospitality business because I believe in its value and impact both globally but even more so within the community. This industry thrives because of the people in this community who work with aloha. I love serving local causes, volunteering on boards, partnering with aligned opportunities to share what I have learned over the past 40 years with the hope that my contributions can also help better Hawai‘i as the preferred travel destination, and the best state in the U.S.

Who was an early mentor that shaped your leadership style?

While I have had the honor of working with numerous inspiring people, three mentors in particular helped shape my career and leadership style.

My first job came as a Management Trainee out of college at the Hilton Hawaiian Village. Noel Trainor was my boss and as a true master of Hospitality and F&B, he influenced a foundational understanding of the industry and leadership acumen that I carry today.

Next is Chris Tatum at Marriott who helped me in the middle of my career, which is a pivotal chapter in every career as it can determine the trajectory of your growth. He always gave me opportunities that equipped me with skillsets beyond F&B. Understanding hotel operations in totality is invaluable and I am grateful to have been challenged with the hands-on experience that I use today.

And my current boss, the amazing Kelly Sanders, Group President of Highgate and the Hawai‘i Region, who has been instrumental in allowing me to grow as a General Manager and Area Managing Director. I oversee more than eight hotels and resorts with unique distinctions and lead amazing teams that collectively affirm Highgate’s growth in the market.

What daily habit keeps you grounded?

One habit that continually keeps me on track is going to work early. This allows me to do several things that most don’t see. First, I walk the property in the morning before guests arrive to make sure that our premise looks great, and to make sure the first impression and experience is excellent. I use both common sense and our natural senses—sight, sound, and smell.

Secondly, an early start allows me to focus uninterrupted and catch up on what transpired since I left the day prior—emails, voicemails, deadlines. Once the day starts it moves fast so an early start is essential for efficiency. When the team arrives, I feel ready to invest in them, our guests, and to execute the key priorities of the day with clear foresight for the future.

When did you realize hospitality was your calling?

When I first started working with my dad at Waikīkī Beach Services, I thought I was just joining the family beach business. It wasn’t until later that I realized hospitality was at the heart of what we did.

One of my favorite things to do was serve as my dad’s second captain on the outrigger canoe. He was an incredible steersman, one of the great canoe surfers of his generation. While he focused on reading the ocean and guiding the canoe safely on the waves, I would talk story with our guests between rides, answer their questions, and share a little about Waikīkī. I remember one guest looking around at Diamond Head, the ocean, and everything happening around them before turning to me and asking, “You get to do this every day? This is your job?”

Growing up here, it’s easy to take those things for granted. Seeing Hawaiʻi through a visitor’s eyes was the moment it clicked for me. What feels ordinary to those of us lucky enough to call Hawaiʻi home is extraordinary to someone experiencing it for the first time. We weren’t just teaching people to surf or taking them on canoe rides. We were sharing a place we love and practicing hoʻokipa in one of the most genuine ways I can imagine.

Every surf lesson, canoe ride, or conversation on the beach becomes part of someone’s lasting memory of Hawaiʻi. Knowing we get to help shape those memories is what made me realize hospitality wasn’t just what we did, but why I loved coming to work.

What part of your personality makes you especially suited for this industry?

I think it’s my sense of humor. I inherited that from my dad, who spent decades running this company. In our business, we make plans and Mother Nature laughs. The surf changes, the wind shifts, it starts raining, or an unexpected swell rolls in. No matter how carefully you’ve planned the day, something is eventually going to remind you that you’re not in control.

Over the years I’ve learned that’s not something to fight. You adapt, laugh, and keep moving. A sense of humor helps me keep that perspective. Weather delays happen, the surf goes flat, we run short on towels, and guests have complaints. All those things are important, but I’ve learned that how I respond matters just as much.

It shapes the way I lead, too. If I make a mistake, I’ll usually be the first one to laugh at myself. That gives other people permission to admit when they’ve made a mistake too. People are a little more comfortable asking questions, working through problems, and moving forward instead of worrying about looking perfect. At the end of the day, we’re selling fun. We’re helping people create memories they’ll carry with them long after they’ve gone home.

What does leadership look like to you behind closed doors?

To me, leadership behind closed doors looks a lot more like conversations than decisions. Those conversations are where people grow, and that’s the part about leadership I care about most. Sometimes it’s celebrating someone’s success, talking through a frustration at work, hearing about a big life change, or encouraging someone to take a chance on an opportunity they don’t think they’re ready for.

Most of our employees are young adults and for many, this is their first real job. That means I’m not just teaching them how to run a beach operation; I’m trying to teach them how to be dependable, communicate well, take pride in their work, and treat people with aloha. To me, that’s the real work of leadership.

I think about this sentiment whenever people who worked for my dad decades ago reach out and share stories about their time at Waikīkī Beach Services and what those years meant to them. It reminds me that people may not remember every detail of the job, but they remember the people they worked with and how they were treated. I hope that forty years from now, some of the people who work with me will tell those same kinds of stories.

What misconception do people have about your role?

I wish I could say I spend most of my day surfing, but the reality is I spend more time in Excel than I do in the ocean. Whenever someone asks me what I do for a living, I can almost see the picture forming in their head: They imagine owning a beach company means my office is a beach chair and my board meetings happen in the lineup. Sometimes that’s true. More often, I’m juggling hotel partnerships, coaching a young employee through their first job, reviewing financials, resolving a guest issue, or solving a problem (or three) I never saw coming that morning.

At the end of the day, my job is about helping the next generation discover why this place matters. Some of my favorite moments are watching a new surf instructor gain confidence, seeing one of our team take out the canoe before sunrise to learn how to steer, or realizing they’ve stopped thinking of this as just a job. They’re proud to call themselves a Beachboy or Beachgirl. It becomes part of who they are.

What legacy do you hope to leave within Hawai‘i’s hospitality community?

Legacy, to me, is about whether we’ve cared for something well enough to leave it stronger for the next generation. The Waikīkī Beachboys lived the spirit of hoʻokipa long before hospitality became an industry. They welcomed people to Waikīkī with generosity, humility, and a genuine love for this place. If we’ve done our job well, those values will still be evident long after I’m gone because another generation of watermen and waterwomen are living them.

Anyone who’s been around Waikīkī for a while knows it has changed. Some of that change has been wonderful, and some of it has come at the expense of the things that made this place special in the first place. I don’t think our job is to pretend it’s still 1955. It’s to make sure the parts worth protecting don’t disappear.

To me, that’s what legacy looks like. It’s seeing the next generation embrace this place, carry these traditions forward, and be proud to call themselves Beachboys and Beachgirls. If that continues long after I’m gone, I’ll feel like we’ve done our part.

What was your very first job, and what did it teach you about people skills?

My very first job in high school was with the Parks and Recreation Department in my hometown of about 10,000 people. I spent my days mowing lawns, pulling weeds, picking up trash, and doing the behind-the-scenes work that helps public spaces feel welcoming and cared for.

It taught me hard work, humility, and the value of taking pride in “dirty work” that creates visible results. Those parks were used by my friends, family, and neighbors, so I saw firsthand how well-maintained shared spaces affect people’s quality of life and their pride in where they live.

It also taught me that public spaces are ultimately about people. Whether it is a resident walking a dog, a parent bringing a child to the playground, or a visitor forming an impression of a community, a shared space’s condition shapes how safe, welcome, and valued people feel. It gave me lasting respect for frontline workers and reinforced the importance of listening to the people who experience these spaces every day.

I carry that mindset into my work in Waikīkī. Its public spaces are shared by more than 20,000 residents, 62,000 workers, and roughly 80,000 visitors each day. I am grateful to lead more than 50 Aloha Ambassadors, 10 landscape workers, and outreach and street medicine partners who keep Waikīkī clean, safe, and welcoming. Leading means ensuring that their work is respected, supported, and connected to the impact they make.

Who was an early mentor that shaped your leadership style?

My earliest and most impactful mentor was my father, Nelson Abarzua. He served as chief of police in my small hometown for more than 30 years, and from an early age I had a front-row seat to what it means to lead a community with purpose and commitment.

He brought me to City Council speeches, and I remember sitting in the back seat while he stopped to back up officers on traffic stops or 911 calls. He also made it to our football games, often still in uniform, because he was coming from work, heading to a meeting, or always on call for the community he served.

Watching him taught me that leadership in a community-facing role is not something you turn off at the end of the day. It is a 24/7 responsibility, but in a meaningful way: You are constantly interacting with people, representing your organization, and finding ways to make a community safer, stronger, and better.

That lesson shapes how I approach Waikīkī. I see it as a privilege to represent a place that means so much to residents, workers, businesses, and visitors. Now that I have a 2-year-old daughter, I hope she sees the same sense of service and responsibility in me that I saw in my dad.

What are you most excited about in your new role as CEO of the Waikiki Improvement Association (WIA)?

What excites me most is helping show the world why Waikīkī is such a fun, dynamic place to be. Statewide tourism organizations play an important role in bringing visitors to Hawai‘i, but our role is to help curate what happens once they arrive in Waikīkī.

We plan to rebrand the organization with a new name, look, and feel that better reflects that purpose. Alongside destination management, clean and safe programs, and advocacy, we want to showcase Waikīkī’s energy. A place to have an unforgettable meal, find the best pau hana spot, hear live music, enjoy a cultural event like Aloha Festivals, or relax in a welcoming place.

I am excited to build a brand that helps residents, workers, and visitors experience Waikīkī’s full personality. Not just as a destination, but as a vibrant place to live, work, and have fun.

What misconception do people have about your role?

One common misconception is that my role is primarily about speaking for large businesses or hotels. While WIA and its affiliated non-profits receive funding through commercial property assessments and business support, our work fundamentally serves the entire Waikīkī community.

That means supporting businesses, but also investing in the experience of residents, employees, families, and visitors. We help keep Waikīkī clean and safe, advocate for beach restoration and public-space improvements, and work on transportation and mobility planning.

We also bring people together through Fourth of July and New Year’s fireworks, Sunset on the Beach with Southwest Airlines, and other community initiatives that build connection and pride. Our goal is simple: to make Waikīkī the best possible place to live, work, and visit.

What legacy do you hope to leave within Hawai‘i’s hospitality community?

I am early in my role and career, so I see legacy as a long-term responsibility. I hope to work with DLNR, DBEDT, Governor Josh Green, Senator Sharon Moriwaki, Representative Adrian Tam, and other community partners to complete and implement a comprehensive plan to restore and protect Waikīkī Beach.

Waikīkī Beach is the heart of our hospitality economy and a public place with deep cultural significance. A resilient coastline that remains accessible, beautiful, and strong for residents, workers, and visitors would be a legacy I would be proud to help create.