Scott Yandrasevich: Leadership, Adaptability, and the Art of Hospitality

A Conversation with Scott Yandrasevich, Hospitality Expert from Danbury, CT

With decades of experience in hospitality, Scott Yandrasevich has built a career defined by leadership, operational excellence, and a commitment to guest satisfaction. Based in Danbury, Connecticut, Scott has held executive roles in various organizations, including as General Manager of prestigious hospitality venues. His expertise spans club management, event coordination, and community engagement, all while emphasizing the balance between tradition and innovation.

Throughout his career, Scott has faced challenges that tested his adaptability and problem-solving skills, proving time and again that success in hospitality requires more than just good service—it demands resilience, strategic thinking, and an ability to anticipate the needs of both guests and employees. He has also been a Distinguished Lieutenant Governor for Kiwanis Club International, reflecting his passion for giving back to his community.

Outside of his professional endeavors, Scott finds solace in boating, flying, and fly fishing, activities that provide him with clarity and a sense of control—two qualities he applies to his leadership style. His ability to pivot, remain composed under pressure, and continuously evolve in an industry that demands excellence has made him a trusted voice in hospitality management.

Q&A with Scott Yandrasevich

What is the biggest misconception about running a hospitality business?

People assume hospitality is just about good food, clean rooms, and friendly service. In reality, it’s an intricate balancing act of finance, logistics, staffing, customer psychology, and constant crisis management. Every detail—from the linens to the kitchen efficiency—affects the bottom line. If you’re only focusing on the guest experience without understanding the operational backbone, you won’t last long in this business.

You’ve managed high-profile hospitality venues. What’s the most valuable lesson you’ve learned from leading large teams?

Leadership is about setting expectations and giving people the tools to succeed without micromanaging them. In hospitality, things change fast—staff members call out, unexpected guest requests arise, weather disrupts outdoor events. A good leader doesn’t just react to problems; they train their team to handle them proactively. The best managers I’ve worked with weren’t the ones who controlled everything but the ones who built trust so their teams could operate effectively without needing constant oversight.

What do you think separates a good hospitality professional from a great one?

A great hospitality professional has an innate ability to read people and anticipate needs before they’re even expressed. You can teach someone how to take a dinner order or check in a hotel guest, but you can’t teach instinct. The best people in this industry are emotionally intelligent, adaptable, and obsessed with details. They understand that a guest might not remember what they ate for dinner, but they’ll remember how they were made to feel.

You’ve worked in hospitality management for decades. How do you keep up with industry changes?

By embracing change without abandoning core principles. Technology, guest expectations, and market trends are always shifting. For example, AI-driven customer service and self-check-in kiosks are growing in popularity, but hospitality at its core is about human connection. The challenge is integrating innovation in a way that enhances the guest experience, not replaces it. I stay informed by networking with industry leaders, attending conferences, and, most importantly, listening to both guests and staff—they’re the best barometers of what’s working and what’s not.

What is one experience in your career that reinforced the importance of adaptability?

One event stands out: I was managing an upscale venue that was hosting a high-profile wedding. A massive storm hit hours before the ceremony, and the entire outdoor setup became unusable. We had to scrap the original plan, shift to an indoor venue, reorganize seating, and reconfigure the entire catering timeline—all within a few hours. I told my team, “This isn’t about what we planned; it’s about what we can make happen.” We turned what could have been a disaster into a stunning event, and the guests had no idea what had gone on behind the scenes. That moment solidified my belief that adaptability is the most important skill in this industry.

What’s one mistake you see new hospitality business owners make?

They underestimate how much people management matters. You can have the best location, the best menu, the best amenities—but if you don’t know how to lead a team, you’ll fail. Hospitality is a people business—both in how you treat guests and how you manage staff. I’ve seen brilliant entrepreneurs lose employees because they didn’t understand the importance of fostering a strong team culture. If you treat your staff well, they’ll take care of your guests.

You’ve been involved in community service with Kiwanis Club International. How does giving back influence your professional philosophy?

Hospitality isn’t just about running a business—it’s about serving people and creating meaningful experiences. That same mindset applies to community service. When you invest in people—whether employees, guests, or your local community—you create lasting value. I’ve seen firsthand how small acts of generosity, like mentoring young professionals or organizing charity events, can ripple out in ways you don’t expect.

What’s your approach to handling negative guest feedback?

Never get defensive. People don’t complain just to complain—they complain because they had an expectation that wasn’t met. The key is to listen, empathize, and then fix the issue if possible. If a guest feels heard and sees an effort to resolve their concern, they’re more likely to give your business another chance. In my experience, some of the most loyal customers were once dissatisfied guests who were impressed by how we handled a problem.

What advice would you give someone considering a career in hospitality management?

Be prepared for long hours, high-pressure situations, and constant problem-solving. But if you love creating unforgettable experiences, working with people, and leading teams, it’s one of the most rewarding careers you can have. My biggest piece of advice? Get hands-on experience early. Work in a restaurant, at a hotel front desk, or in event planning—real-world experience will teach you more than any textbook ever could.

How do you personally recharge outside of work?

I’ve always been drawn to activities that require focus and precision, like boating, flying, and fly fishing. Whether I’m piloting a plane or casting a fly rod, those moments help me reset and clear my mind. Being in hospitality means always being “on,” so it’s essential to have a way to switch off and recharge. When I’m on the water or in the air, there’s a sense of control and calm that balances out the fast-paced nature of my career.

Final thoughts—what’s your guiding philosophy in both business and life?

Details matter, people matter, and adaptability is everything. If you focus on those three things—whether in hospitality, business, or life—you’ll be in a strong position to succeed.

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