Anchors aweigh. For Jason Kreul, COO of Remington Hospitality, setting a course on a career in hospitality was deeply influenced by his father, who, after naval service and a graduate degree from Michigan State, dropped anchor in the hotel business. He opened what is now the Hilton Chicago O’Hare Airport; subsequently served as general manager of multiple properties; and eventually taught accounting at the School of Hospitality and Tourism Management at Purdue University.
Talk about a legacy to live up to.
It was the excitement and energy that initially caught Kreul’s attention to the hospitality industry. He started working as early as he could—as a dishwasher, a server, a cook. “Every guest experience was a chance to build a lasting memory and I went home every day knowing I’d made an impact on someone,” he said.
Kreul’s future ascendance to the role of chief operating officer was shaped in those early years. Dishwashing, for example, is often seen as a menial job, but it teaches lessons in cleanliness, which is a core tenet of great hotel operation. He also learned from those he reported to, like the fastidious chef at an early job who had a penchant for checklists. “I followed my cleaning checklist diligently,” Kreul said. “It was inspected at the end of my shift, so I always knew what success looked like.” Kreul was never above the work, either. One of the weekly checklist items was a climb into the dumpster after it was emptied to hose it out. “I hated it, but it taught me never to be afraid to get my hands dirty,” he said.
ON THE UP AND UP
Physical exertion is less a part of Kreul’s job today as COO of Remington, which is one of the largest third-party management companies in the U.S., with a portfolio of more than 120 hotels in the U.S. and four countries in the Caribbean and Latin America.
Prior to joining Remington in 2025, he held the COO position with First Hospitality and, before that, was with Highgate for six years. His climb through the ranks of hospitality is credited to ambition and motivation, but also teamwork, he said. “I love solving problems with others, building something great and being part of a team that drives performance results.” Part of it also goes back to his formative years: “I’m insanely organized and efficient,” he said. Early on, he would make lists for everything he needed to accomplish.
It paid off. He was GM of a full-service Marriott by the age of 28 (take that, dad!) and by 33 had been named Marriott’s Global GM of the Year. He said that the recognition was more about the team he assembled than him, specifically.
The same is happening at Remington, he said. As COO of a sprawling organization that manages different types of assets, trust doesn’t only matter; it’s the cornerstone. “We’re a decentralized business, so we must have the best leaders in every market,” Kreul said. “Best begets best, and if we get that right, we end up with highly engaged leaders and associates in every hotel at every level.”
Kreul calls Remington a property management company rather than a portfolio management company. “Success is only final when every individual hotel and individual owner wins,” he said.
HELPFUL HINTS
He credits much of his own success to those from his past; most notably, Keith Daub, who was president of Winegardner & Hammons, where Kreul worked for more than 20 years. He saw something in Kreul and committed to developing him in various operational roles. “It was tough love, but I always knew he cared about me and wanted me to succeed.” Unsurprisingly, he takes a similar tack with the leaders of tomorrow. “When I see someone who wants to grow and has what it takes, I’m brutally honest in their development,” he said. “Leaders don’t do this enough; if you care about your people’s development, be transparent at every opportunity.”
As someone who worked his way up the hospitality ranks, advice flows easily from Kreul; following it is a different story altogether. For aspiring hoteliers, one of the most important things anyone can do, Kreul said, is to engage with fellow associates and managers—timidity will get you nowhere, so be curious. “Ask your leaders for more experience. Be a sponge. Make an impact on the satisfaction of your guests and your fellow associates and get recognized for it,” he said. Another recommendation: “Lead, regardless of your title or position.”
From cleaning pots to COO, Kreul is a success story no matter the industry. But this is an industry he loved from the jump. It’s also, he said, a business where anyone, regardless of education, can rise to its apogee if they put their mind to it and work hard. “The opportunity is there for the taking,” he said, “but you have to be all in and fully committed.”