For Debbie Kelleher, the hospitality industry isn’t just a career—it’s a calling. With decades of experience in hotel management and operations, she has now taken on a new role as a franchise partner at Gecko Hospitality, a top-tier executive recruiting firm specializing in the hospitality sector. As Kelleher puts it, “Not only am I able to remain in my adopted home of Las Vegas and stay connected to the hospitality business, but I am able to control my own future!”

Kelleher’s journey to franchise ownership began when she found herself navigating a career transition. It was through that process that she recognized the gaps in hospitality recruitment. “I was surprised at how few recruiters responded in a timely fashion,” she recalls. This realization, coupled with her deep-rooted passion for the industry, led her to Gecko Hospitality, where she saw an opportunity to reshape the recruitment experience for both job seekers and employers. 

Gecko’s founder and President, Robert Krzak is a hospitality industry veteran, and all of the company’s franchise partners are required to have had a career in the business. Gecko Hospitality celebrated their 25^th anniversary this year and has been named Forbes Best Recruiting Firm for the past several years.

What inspired you to become a franchise partner at Gecko Hospitality, and what do you find most rewarding about your role?

From a young age, I was drawn to the hospitality industry. I studied it in college and have spent my entire professional career in the hotel business—I absolutely love it. About a year ago, when I found myself needing to make a career change, I reached out to some recruiters. It was my first experience working with them as a candidate, and I was surprised by how few responded in a timely manner.

However, a recruiter from Gecko Hospitality—who also owned the company’s Nevada franchise—did contact me. Initially, he hired me as one of his recruiters, but it wasn’t long before we began discussing the possibility of me becoming a franchise owner. In mid-2024, I launched this exciting new chapter! Not only am I able to remain in my adopted home of Las Vegas and stay connected to the hospitality industry, but I now have the opportunity to control my own future.

Gecko’s founder and president, Robert Krzak, is a veteran of the hospitality industry, and all of the company’s franchise partners are required to have hands-on experience in the field. Gecko is a well-established and respected company, currently celebrating its 25th anniversary and having been named one of Forbes’ Best Recruiting Firms for several years running.

Living and working in the heart of one of the largest and most dynamic markets for hotels, attractions, and restaurants sealed the deal for me!

What I find most rewarding is that every day I’m focused on helping to enhance the professional careers and personal lives of individuals—my candidates—while also working to find the best management talent for hotels, casinos, resorts, private clubs, and other hospitality companies—my clients—here in Las Vegas and throughout Nevada.

The hospitality industry is constantly evolving. What trends are you seeing in the job market, and how do you help candidates navigate these changes?

Wow—where do I start? The most obvious trend is the rise of artificial intelligence (AI), which is transforming virtually every industry, including hospitality. These technologies are not only enhancing guest experiences, but also improving operational efficiencies and helping fill gaps created by ongoing labor shortages.

For job seekers, AI has changed the “rules of engagement,” especially in the early stages of the application process. The days of talent acquisition managers meticulously reviewing stacks of résumés are quickly fading. Increasingly, we’re seeing AI-driven systems screening applications, focusing on keywords and specific skill sets to determine whether an applicant even makes it to a human recruiter.

As an executive recruiter, that means I need to stay plugged into the keywords, qualifications, and experience that clients are actively seeking—and ensure that my candidates are incorporating them into their application materials.

Here in Las Vegas, the phrase “a rising tide lifts all boats” perfectly describes the local hospitality landscape. This city is in a constant state of reinvention. From groundbreaking attractions like the Sphere and AREA15, to new sports franchises, Michelin-rated restaurants, and innovative developments in the Arts District—there’s always something new. Recent hotel openings such as the Fontainebleau and Durango, along with major events like Formula 1 and the Super Bowl, continue to elevate our profile as a world-class hospitality destination.

According to the Las Vegas Convention and Visitors Authority, the city now boasts more than 151,000 hotel rooms and welcomed over 41 million visitors last year. Those are staggering numbers.

The competition for talent is fierce, but so are the opportunities. I always advise my candidates to keep their résumés current, highlight relevant experience and skills, and be ready to move when the right opportunity comes along.

What qualities do you look for in a strong hospitality professional, and how do you match candidates with the right opportunities?

Once I establish that a candidate meets the job-specific requirements—skills, experience, and compensation expectations set by the client—I shift focus to the more intangible qualities.

Does the individual express themselves with confidence? If it’s a management role, I’m looking for clear leadership qualities. Are they enthusiastic and energetic? And just as importantly—what’s motivating them to make a career move? Is it for higher income? To leave a no-growth situation? To achieve better work-life balance? Understanding their “why” is essential in the matchmaking process. For example, one hotel might offer top-tier pay but limited growth potential, which might not align with a candidate who’s driven by advancement opportunities.

The hospitality industry is still grounded in timeless goals: exceeding guest expectations, delivering consistently high levels of customer service, and creating memorable experiences for people who’ve chosen to spend their time and money with us. If a candidate doesn’t share that mindset, it’s unlikely to be a sustainable, long-term fit.

Then there’s the reality of the day-to-day grind. Priorities shift constantly. The ability to multitask is essential. Stepping in to help—or even fully take over—someone else’s responsibilities happens all the time. Long hours are often just part of the job. I always try to get a sense of whether these qualities are part of a candidate’s professional DNA. These things don’t show up on a résumé, but I spend a lot of time with candidates digging into these aspects to ensure I’m making the right match—for both sides.

What challenges do hospitality job seekers face today, and what advice would you give them to stand out in a competitive market?

Finding a job is always easier—and considerably less stressful—when you already have one. In fact, many employers specifically look for candidates who are currently employed. That’s often why they come to us. The candidate may not even be actively seeking a new role, especially when it comes to specialized or niche hospitality positions.

As I mentioned earlier, AI programs are playing a bigger role in the early stages of hiring. These systems screen applications and résumés on the front end and weed out the ones that don’t contain the right language. So, my advice is to do your homework—learn how these tools work and tailor your application materials accordingly.

As an executive recruiter, I work closely with candidates to refine their résumés and guide them through the entire hiring process. Since I submit their materials directly to my client contacts, we can bypass the AI gatekeepers entirely.

Once a candidate’s materials reach a hiring manager and an interview is scheduled, that’s great news—but it’s only the beginning. Nailing the interview is the next critical step and brings the candidate one step closer to landing the role.

Whether or not you’re working with a recruiter, my advice is always: Do your homework. Learn as much as you can about the company—their history, mission, culture, key team members, major accomplishments, financial health, challenges, and any plans for expansion. Take notes and prepare thoughtful questions.

If possible, visit the property beforehand. Walking the space gives you a feel for the environment and helps you visualize yourself working there.

On the day of the interview, arrive a few minutes early. Dress professionally, make eye contact, be a good listener, and don’t forget to ask the questions you prepared. I always tell my candidates not to bring up compensation in the first interview—unless the interviewer brings it up. There will be time for that conversation later.

A big part of my role is helping candidates prepare for interviews. I usually have a solid understanding of exactly what the client is looking for, so I do everything I can to set my candidates up for success.

After all, I don’t get paid unless a candidate is hired—and like nearly all recruiters in this space, our services are completely free for the candidate.

As a franchise partner, how do you build and maintain strong relationships with both employers and job seekers?

By nature, it’s a balancing act. On one hand, there’s the client who needs to hire a new manager, and on the other, there’s the candidate who is looking for a new career opportunity. You can’t please everyone all the time, but the goal is to please most of them most of the time.

To me, the most important factor is honest, timely, two-way—and sometimes three-way—communication. I need to have a clear understanding of what each party is looking for so that I can effectively articulate it to the other. I am a facilitator, a negotiator, a messenger, a trusted advisor, and sometimes a support group. At all times, however, I am an advocate for both.

My experience in the industry, as a hotelier and a job seeker, has provided me with perspective and empathy. I’ve been there, done that. When candidates reach out to me and I don’t have a job for them, I always do my best to talk with them and offer guidance because I remember how it felt when no one would return my calls. And when a stressed-out hiring manager contacts me to find qualified individuals and needs them ‘yesterday,’ I smile to myself because that was me not too many years ago!

While I often have to carefully navigate tough challenges and impasses on compensation, benefits, hiring timelines, and many other issues, there’s an underlying trust that’s necessary for finding a solution.

It always pains me when I have to tell candidates they didn’t get the job, but on the other hand, there’s no better feeling than making the call to candidates with great news about their career. Yes, it’s a balancing act.

Can you share a success story that highlights the impact of your work in connecting professionals with great hospitality careers?

I’m still learning the nuances of executive recruiting, but recently, I was sought out by a residential community looking for a hospitality professional. They wanted someone with a strong hospitality background because it is a high-end community, and its residents were accustomed to more upscale services and amenities. Here in Nevada, professional community association managers are required to be certified. Their unique skill set includes expertise in areas such as insurance, governance, and financial management. The position they were seeking was meant to combine the HOA manager’s strengths with the customer service focus of a hotelier.

It was a bit of a stretch for me—to find candidates who were not only qualified but also interested in taking on such a role outside the typical hospitality environment. Additionally, I needed to work closely with the client to define the expectations and specific responsibilities of this new position. Ultimately, the position was filled, and both the chosen candidate and the client were very happy with the outcome.

If you would like a little bit of your prior career background mentioned in this too, kindly provide 3-4 sentences that reflect your journey thus far.

Debbie Kelleher is a career hotelier who has held a variety of management positions at both full- and select-service properties throughout the United States and Canada. Most of her career has been spent on the operations side of the hotel business. She directed more than 40 new builds and 60 renovations during her tenure. After graduating with a Bachelor of Science degree in Marketing and Hotel/Restaurant Management from Central Michigan University, she entered Marriott International’s prestigious leadership development program before taking a position as Executive Housekeeper at the famed Chicago Hilton and Towers on Michigan Avenue. Eventually, Debbie worked her way up through the ranks to become Regional Director of Operations for a national hotel chain, overseeing 40 hotels in the Midwestern U.S.

Seven years ago, Debbie and her family relocated to Las Vegas after she accepted a new career opportunity as CEO and co-owner of the iconic Stirling Club. There, she oversaw a $15 million renovation of the facility, which had been shuttered for seven years. It re-opened in 2019, and she managed day-to-day operations there until early 2024. In mid-2024, she purchased the Nevada territory for Gecko Executive Hospitality to launch the latest chapter in her hospitality career.

Besides her career pursuits, Debbie enjoys tennis and travel. She and her husband, Jack—who is also her partner at Gecko Hospitality—can be spotted all over town: at local eateries, attending sporting events, concerts, and shows, hiking and Jeep riding in the desert, and searching for and sampling the best dive bars in the area.

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Debbie can be reached at: [email protected] or 725-208-5945.

Visit the Gecko website at www.geckohospitality.com for more info about the company.

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