Chris Mueller, General Manager, Hilton Orlando

In an interview with Invest:, Chris Mueller, general manager of Hilton Orlando, discussed the hotel’s recent renovation, Orlando’s convention momentum, and the evolving expectations of today’s traveler. “Don’t chase awards. Do the right thing, and awards chase you,” Mueller said, describing the culture-first approach he believes is driving performance and recognition across the property.

What key milestones and performance highlights have defined Hilton Orlando’s past year?

Over the past year, one of the most significant developments has been the opening of Epic Universe in our backyard along the International Drive corridor. That has helped drive performance across leisure, group, and convention travel. At the same time, we completed a full renovation of our 1,424 guest rooms, investing in what Hilton calls the Room of Tomorrow. That includes digital key capability and mobile check-in, allowing guests to bypass the front desk entirely. Looking ahead, the technology will allow guests to control their television, lighting, and room temperature from the moment they land at the airport. 

We made this investment because of the strength of Central Florida as a destination. With roughly 75 million visitors annually and Orlando ranked the number one meeting destination by Cvent for 2025, it was the right time to elevate the guest experience.

In addition, the Orange County Convention Center has begun a two-phase renovation, with Phase A representing a $560 million investment. Because our hotel is directly connected to the north and south concourses, that expansion is extremely meaningful to us. From a group standpoint, it supports a larger pipeline of convention-oriented visitors and creates confidence for planners booking years in advance.

As one of the largest convention hotels in the market, how do you differentiate through amenities and positioning?

We pride ourselves on being an award-winning hotel with a strong identity. My personal mantra is that we are central to everything, unlike anything. When you arrive at our hotel, it is the personality of our team and the overall experience that sets us apart.

We are consistently ranked among Cvent’s top meeting hotels, and we are a AAA Four Diamond resort. In 2024 and 2025, we were recognized by the MICE Awards as Best MICE Hotel, which reinforces our reputation as a meeting-planner-focused property. Orlando Magazine also noted us for wedding recognition in 2025, and those segments matter because they reflect both service consistency and the quality of the on-property experience.

Beyond recognition, we have invested significantly in our food and beverage offerings. We reimagined three restaurants two years ago. Trabuco, our Italian restaurant, is ranked No. 1 in its category on TripAdvisor. We also introduced Todo Vos, a Mexican concept, and Fast Break, an indoor-outdoor sports bar. These enhancements allow meeting planners and leisure guests to stay on property and enjoy a complete resort experience without needing to leave the building, which is increasingly important for groups trying to keep attendees engaged on site.

Have these recognitions and investments shifted demand across segments?

Demand has remained durable across all travel segments. Meetings and conventions have been the primary driver of momentum, while leisure is steadily increasing. The group segment, in particular, has helped carry us.

Orlando International Airport delivered 57 million passengers last year, and we are seeing international travel gradually return. After COVID, domestic demand helped offset the dip in international visitation. Now, we are beginning to see international markets strengthen again, which matters for Orlando because it is both a leisure destination and a global meetings hub.

The convention center’s expansion will also be transformative. Phase A is expected to deliver in 2029, and there is continued focus on completing Phase B. These investments will position Orlando to attract even larger conventions and drive long-term visitation growth, supporting additional hotel investment and broader infrastructure improvements along the corridor.

How have guest expectations evolved, particularly regarding technology and personalization?

Guests increasingly expect frictionless digital experiences, but those experiences must still feel personalized. Technology cannot replace human connection. It has to enhance it, and it has to be tailored and seamless.

Orlando’s ranking as the number one meeting destination through Cvent reflects how digital booking tools are shaping the industry. Planners are using technology to source and secure space in a more streamlined way, rather than relying on older, slower processes. As the market grows, expectations around speed and responsiveness rise with it.

At the property level, we utilize a platform called Kipsu that allows us to text guests throughout their stay. The moment a guest checks in, we can reach out and ask how their experience is going. Guests can request services, arrange dining reservations, ask for their car, or inquire about late checkout without standing in line. In many cases, it is less about eliminating service and more about opening communication, so guests can reach us 24/7 on their terms.

We still accommodate guests who prefer traditional interaction. There are always those who want to speak directly with a team member at the desk. We offer both. The goal is to create a seamless experience while maintaining genuine hospitality.

This approach allows us to identify and resolve issues in real time. If a guest expresses dissatisfaction through the app, our leadership team can immediately follow up personally. That responsiveness ensures guests leave satisfied rather than frustrated, and it keeps our teams focused on exceptional service both at the desk and behind the scenes.

Workforce dynamics remain a major theme across hospitality. How are you addressing recruitment, retention, and cost pressures?

Labor is the million-dollar question. I have been at this property for 17 years, and I can say with confidence that culture is everything. The industry continues to face labor and cost pressures, and you cannot deliver consistent service without investing in your team development and the environment you create.

Hilton provides strong tools, training, and benefits that help attract and retain talent. Through Hilton University, team members can access learning resources at their own pace, and we also support education, including paying for people to attend University courses towards earning a degree. a. We offer travel benefits that allow team members to stay at Hilton properties at reduced rates, and we place a high value on recognition, celebrating tenure and performance.

Recently, we celebrated a 40-year team member. In our banquet and events division, more than 90% of team members have been with us for 16 years – since our opening. That kind of longevity speaks to the strength of the culture and the pride people take in how events are executed.

Orlando’s tourism sector supports roughly 468,000 jobs, nearly 40% of the regional workforce. In a competitive labor market, team members can go anywhere. A strong culture that empowers people to solve problems and take ownership is what differentiates employers, and it is what supports guest satisfaction at scale.

We are in a people-serving-people business. As leaders, we serve our guests, but we must serve our team with the same commitment to stay focused on culture and service. Don’t chase awards. Do the right thing, and awards chase you.

Looking ahead three to five years, how do you see Orlando’s hospitality industry evolving?

Orlando’s long-term outlook is strong. The continued investment in theme parks, including Epic Universe and Disney’s multibillion-dollar commitments, reinforces the destination’s global appeal. SeaWorld and Universal are also making significant investments, and Orlando remains a hub for major infrastructure that supports demand.

We expect both leisure and convention demand to grow. With 75 million visitors annually, even incremental growth represents substantial opportunity. The convention center expansion will further elevate Orlando’s competitiveness in attracting large-scale events, and that convention-oriented visitation tends to ripple through the broader economy.

For Hilton Orlando specifically, our priorities remain consistent. We will continue investing in our product, our people, and how we serve guests. Sustained growth depends on maintaining quality while embracing innovation, especially as guest expectations continue shifting toward speed, personalization, and convenience.

One of Orlando’s greatest strengths is collaboration. While we compete with brands such as Marriott, Hyatt, Omni, and Ritz-Carlton, there is a shared commitment to delivering exceptional guest experiences. That collective mindset strengthens the destination as a whole.

Ultimately, Orlando’s success depends on every stakeholder continuing to invest and innovate. If we stay focused on quality, culture, and service, the growth trajectory over the next several years will remain strong and sustainable.