Building Culture and Connection for Better Guest Experience

Chris Whelan, Dual Director of Restaurants - Moxy and AC Hotels, Marriott International

Where bold energy meets refined precision, Chris Whelan brings brands to life—one guest experience at a time. With over 18 years in hospitality and the successful launch of 10 unique properties, Whelan has become a go-to leader for hotels looking to create guest experiences that truly stand out. Today, as Dual Director of Restaurants for Marriott’s lifestyle brands Moxy and AC Hotels, he sits at the intersection of hospitality, brand storytelling, and profitability. When he stepped into his dual-brand role at Marriott in 2024, the brief was clear but complex: maintain Moxy’s bold, edgy spirit while delivering AC’s cool, refined elegance—all while managing the operational backbone across multiple outlets.

Rebuilding Hospitality in a Post-Pandemic World

Whelan joined Marriott during one of the most disruptive periods in hospitality. The pandemic had strained the industry, leaving many operators overwhelmed by labour shortages, rising costs, and changing guest expectations. Rather than treating these as isolated challenges, Whelan saw them as symptoms of a deeper issue—a disconnect between operations and culture. His solution began not with quick fixes but with people.

He moved beyond recruitment to address the talent shortage and focused on building a workplace that people wanted to join and stay in. By overhauling the onboarding process, he helped new hires feel welcomed and confident from day one. By revamping training to be more hands-on and relevant, he gave staff the tools they needed to thrive. And by cultivating a leadership mindset across roles, he unlocked initiative and accountability at every level.

These changes had a ripple effect. Teams became more engaged, collaboration improved, and service felt less transactional and more human. The energy on the floor shifted—and so did the guest experience. For Whelan, the goal was clear. Build places where people love to work, and they’ll create places where guests love to stay.

Creating Experiences, Not Just Operations

His experience in private clubs and multi-unit restaurants gave him a deeper understanding of scaling operations without losing their character. At Moxy, that meant reinforcing the brand’s rebellious personality in every touchpoint—from the bar to late-night food. He focused on delivering understated luxury through precision and restraint at AC Hotels. But aesthetics alone wouldn’t carry the experience. Recognizing the gap between vision and execution, Whelan brought chefs, mixologists, and marketers together early in the process. By rooting the offering in local culture and adapting to shifting guest tastes, he helped each brand stay relevant without losing identity. He also introduced flexible menus, dynamic pricing, and tech-enabled services to ease pressure on staff while improving guest convenience.’

Leading from the Frontlines

Whelan is not a behind-the-desk executive. He walks properties, checks in with teams, and often joins the frontline during peak hours. That presence creates trust, and trust builds stronger teams. When many hospitality workers felt stretched and burned out, Whelan prioritized their well-being. He focused on clear communication, realistic expectations, and daily support that makes long-term performance possible.

The result is a renewed sense of purpose across Marriott’s properties. Whelan’s leadership doesn’t just rebuild operations—it reshapes what hospitality can feel like. By placing people at the center of every decision, he is helping the company recover from disruption and move forward with greater resilience and connection.