by Mimi Oliver, CEO of WaterWalk Holding Co. and WaterWalk Hospitality
Hospitality has long been an industry shaped by tradition, with leadership roles historically dominated by men. Extended-stay hotels, in particular, have quietly remained a steady force in the industry – essential, relationship-driven and built on long-term value. Today, that’s changing. Extended stay is one of the fastest-growing segments in hospitality, driven by rising demand, evolving guest expectations and a wide-open door for innovation. It’s a pivotal time, and a prime opportunity for women to step in and lead. Like many others, I didn’t initially see hospitality as a long-term career, but extended stay changed that perspective. It’s not just about one-night bookings or quick turnovers; it’s about creating an environment that people live in, return to and feel at home.
The extended-stay space is a natural fit for women who are eager to lead with perseverance, warmth and confidence. Most importantly, it’s a chance to help define the future of hospitality.
The Extended-Stay Boom
We are at a turning point in hospitality. While the extended-stay segment is booming, the overall development pipeline has slowed. That means companies are prioritizing operations, culture and long-term strategy more than ever. It’s no longer just about growing fast, it’s about growing smart. This shift creates an ideal opening for women to move into leadership roles, especially in guest experience, development and operations. Everything comes back to operations; you have to be an expert there before you can lead a brand or its growth.
There is also a broader movement within the industry to bring more women into ownership and franchise development. The conversations around inclusion, representation and mentorship are getting louder — and the major players in hospitality are finally paying attention. That opens doors not just for them, but for the rest of the industry to follow.
Service as a Standard, Not a Perk
At WaterWalk Hospitality, we have built a model that challenges the old way of doing things. It’s designed to meet the needs of a growing customer base while also delivering operational efficiency and strong returns for owners. We have found success because we lead with adaptability and a deep commitment to service, whether that means accommodating a military group needing 70 rooms, or quickly outfitting suites with twin beds and pull-out couches for a construction crew. These aren’t challenges – they’re opportunities to serve people well and build trust. Because we manage both the brand and the properties, we have the flexibility to act quickly, stay creative and empower our on-site teams to find solutions.
One of the most valuable lessons I’ve learned – something deeply rooted in my family – is that great service has nothing to do with price point. My parents instilled in me a sense of respect and service, guided by the Ritz-Carlton credo: “Ladies and gentlemen serving ladies and gentlemen.” Whether you’re at a luxury resort or economy hotel, that mindset applies. Know your guest, anticipate their needs and make them feel seen. That’s what makes hospitality not just a career worth pursuing, but one worth leading.
If you’re an aspiring hospitality leader, especially a woman looking to carve out your path, here’s what I’ve learned: You don’t have to know everything. You just have to start. Work in a hotel. Try different departments and ask questions. Build a community, learn guest names and anticipate their needs. The more you understand how a property runs, the more prepared you’ll be to lead one. There will be times when you doubt yourself or your experience, but what matters is showing up anyway, leading with service, staying adaptable and letting your work speak for itself. Hospitality is powered by people, and women bring a unique energy to the table. So, it’s important to trust your gut, because you know it when that magical moment hits and you feel, “this is what I was meant to do.” If you have ever felt drawn to this work, now is the time to lean in. There’s room for you here, and the future of hospitality is brighter because of it.
[Main photo credit: Depositphotos.com]
Mimi Oliver is CEO of WaterWalk Holding Co. and WaterWalk Hospitality. A third-generation family member, Mimi carries the extended-stay leadership and innovation torch following her grandfather, Jack DeBoer, the late founder of WaterWalk, and known ‘pioneer of extended-stay.’ Mimi has worked across multiple units of the WaterWalk brand, launching its Generation 2.0 concept and overseeing development of 15 hotels.
