Here’s the thing about recruiting hospitality executives in South Florida: you’re not just competing with other companies. You’re competing with Miami’s magnetic pull. With Palm Beach’s glitter. With the idea that if you’re anyone in hospitality, that’s where you need to be.
And honestly? It makes the job harder than it needs to be.
The numbers back this up. Miami pulled in 28.23 million visitors in 2024, generating $22 billion in direct spending. Florida overall hit 142.9 million visitors—the highest in state history. So yeah, there’s no shortage of opportunity here. But finding the right people to lead? That’s where it gets tricky.
The Talent Problem Nobody Wants to Talk About
“When you’re competing against the gravitational pull of Miami and Palm Beach for executive talent, you have to think strategically about what differentiates your opportunity,” says Jim Hickey, President Managing Partner at Perpetual Talent Solutions, a Fort Lauderdale executive search firm. “The candidates we work with aren’t just looking for a paycheck. They want to lead organizations where they can make a measurable impact.”
Think about that for a second. These aren’t people scrolling job boards at midnight, desperate for anything. They’re selective. They’re weighing options you might not even know they have.
And here’s the kicker: 76% of hotels experienced staffing shortages in 2024, with 13% calling theirs severe. That’s not just housekeeping and front desk roles. It flows all the way up. Executive searches that used to wrap in 90 days? Now they’re pushing past 120. Some drag on for a full year.
A year. To fill one position.
What Today’s Executives Actually Care About
If you’re still leading with salary and a corner office, you might be missing the point.
“The executive candidate of today is far more discerning than their predecessors,” Hickey explains. “Remote and hybrid work options have changed the conversation entirely. Candidates are evaluating not just the role, but the lifestyle that comes with it. South Florida has unique advantages in that regard.”
This shift is real. Executives got a taste of flexibility during the pandemic, and many aren’t willing to give it back. They’re not going to uproot their families for a job that could’ve been done remotely—at least partially. Yes, hotel brands often want their C-suite visible at headquarters. But candidates are pushing back. And winning.
Beyond flexibility, they’re looking at culture. Development opportunities. Whether the organization actually walks its talk. A 2024 SHRM survey found that hospitality operators who had an easy time hiring credited competitive pay, strong benefits, and—you guessed it—flexible scheduling.
Not exactly rocket science, but you’d be surprised how many organizations still miss this.
Why Fort Lauderdale Might Be the Smarter Play
Look, Miami and Palm Beach get all the headlines. But markets like Fort Lauderdale? They’re quietly becoming something interesting.
“Fort Lauderdale offers something that the oversaturated markets cannot,” Hickey notes. “Executives here often have more autonomy to shape strategy and operations. They’re not just maintaining someone else’s vision. They’re building something.”
That’s a different pitch entirely. Instead of “come manage what we’ve already built,” it’s “come help us figure out what this becomes.”
The region’s growing, too. The 800-room Omni Fort Lauderdale Hotel is expected to open in 2026 near the convention center. Port Everglades has seen a 15% jump in cruise passengers year-to-date through mid-2025. There’s momentum here. And for the right executive, momentum is everything.
How to Actually Win the Talent War
So what works? Here’s what we’re seeing:
- Equity participation or performance incentives that tie executive success to organizational growth (skin in the game matters)
- Clear pathways to bigger responsibilities as the property or portfolio expands
- Real commitment to sustainability and social responsibility—especially for younger executives who genuinely care about this stuff
- Hybrid arrangements where they make sense, particularly for development and investment roles
- Investment in technology that signals you’re thinking about what’s next, not just what’s always been
“The organizations that win the talent war are those that tell a compelling story about where they’re headed,” Hickey says. “Executives want to know they’re joining something with momentum. They want to see a roadmap that excites them.”
Notice what’s not on that list? “We’ve always done it this way.” That’s not a selling point anymore. Maybe it never was.
When It Makes Sense to Bring in Help
Given everything we’ve covered, it’s no surprise that more organizations are working with specialized search firms. They bring market intelligence, established networks, and—maybe most importantly—access to passive candidates. The ones who aren’t looking but might be open to the right conversation.
The vetting process has gotten more thorough too. Companies are taking their time, casting wider nets, even considering candidates from adjacent industries who bring transferable leadership skills. It takes longer. But it also means fewer costly mistakes.
“A great hospitality executive isn’t just someone who understands operations,” Hickey emphasizes. “They need financial acumen, emotional intelligence, and the ability to lead diverse teams through uncertainty. Finding that combination requires a targeted approach.”
What Comes Next
South Florida’s hospitality market isn’t slowing down anytime soon. The U.S. hotels, resorts, and cruise lines market is projected to grow at 6.8% annually through 2030. Domestic tourism is up. International travel is bouncing back. Traveler expectations keep evolving.
But here’s the bottom line: competitive compensation gets you in the conversation. It doesn’t close the deal. You need a compelling growth story. Flexibility where it makes sense. A culture people actually want to be part of.
The executives who’ll thrive in this market can navigate seasonal swings, international tourism dependencies, and relentless competition. Finding them takes patience, strategic positioning, and often some help from people who really know the landscape.
It’s not easy. But the organizations that figure this out? They’re the ones that’ll be leading the market five years from now.
