Craig Haas, Area Director of Operations, Hyatt Centric Brickell and Concord Hospitality

Invest: spoke with Craig Haas, area director of operations at Hyatt Centric Brickell and Concord Hospitality, about serving Brickell’s weekday business demand while creating experiences that feel distinctly Miami. “Our rooftop pool differentiates us from all of the competition, because we are right on the bay and all of our rooms have balconies,” Haas said.

How does your Brickell location shape your approach to serving both business and leisure travelers?

Being in the financial district, our hotel is built around business transient demand. With more organizations relocating to Miami or establishing a presence here, we’ve seen that weekday business grow substantially.

As you move into the weekend, the mix shifts naturally. We see more leisure travelers, including guests tied to cruise stays, and people who want to be close to the central Brickell district. 

Another segment that matters for us is “visiting friends and family.” Brickell has become such a hub for condos and apartments that we regularly host guests who are here to see people living in the neighborhood, and we weave that into how we think about both sales and the on-property experience. That blend keeps us consistent on weekdays and flexible for weekend volume.

The hotel emphasizes an authentic Miami experience. What initiatives or partnerships help showcase local culture for guests?

Hyatt Centric is designed to sit in the center of a city, so the brand promise is that the team knows the local scene and can point guests toward what’s current and what’s hidden. We try to reflect that in both programming and design. We also spend a lot of time helping guests understand the difference between Brickell and downtown Miami, as the feel of the neighborhoods and what you can access easily can be different.

A major anchor is our Cuban-themed restaurant, Caña, which connects directly to Miami’s heritage. We extend that cultural thread through the property with details guests notice right away: design elements inspired by Cuban dominoes, live Cuban music, and small visual cues that bring the “outside” story into the hotel.

We also partner with local artists, including a Cuban muralist whose work shows up in the lobby, guest rooms, and restaurant, and we display local artwork as part of the guest experience. From a programming standpoint, we’ve done walking tours that focus on Cuban history and the culture that helped shape Miami.

Community connection is important, too. We rotate nonprofit partnerships and donate proceeds from a monthly drink special, which helps tie the traveler experience back to the local community instead of keeping it entirely inside the hotel. We’ve also hosted programming with local LGBTQ+ organizers, entertainment and dance studios, and singles groups to connect with our local community through shared interests.

How do you maintain service standards while managing staffing and retention challenges in a competitive hospitality market?

Staffing has become a bigger priority recently because hotel demand has grown faster than the available workforce, and that creates real competition for talent.

For us, it starts with culture and leadership stability. Many of our leaders have been with me for eight-plus years across properties, and that continuity helps service stay consistent even when the market is tight.

We also focus on growth from within. If someone has the right drive and work ethic, we’ll develop them by moving them into new responsibilities or even new departments. It keeps people engaged, broadens their skill set, and gives the hotel more flexibility to cover needs without compromising standards.

What enhancements or amenities have you implemented to elevate the guest experience, including events or unique offerings?

Two areas come to mind. First is the rooftop pool experience. Our rooftop pool differentiates us from all of the competition because we are right on the bay, so the view is unlike any other in the area. Additionally, all of our rooms have balconies, and the view from the rooms and pool has become a signature draw for both guests and locals. We’ve added more seating at the pool, so people can spend time there beyond just lounging, including working remotely, and we’ve enhanced the pool bar and service so guests can order throughout the day.

The rooftop also connects to the broader Brickell community because the space is shared with Panorama residents. That creates a built-in energy, and we try to program activities that feel on-brand for Miami. We’ve done rooftop movie nights tied to seasonal moments, and we’re exploring concepts like a silent disco. We also bring our Cuban theme into the experience through events like domino tournaments.

Second is personalization. We send pre-arrival communications so we understand what guests are coming for and what would make the stay easier or more memorable, which helps us tailor the experience before they even arrive.

How is Hyatt using technology to improve service and efficiency?

Hyatt had many of the core digital tools in place well before AI became a headline, including mobile check-in, which helps reduce friction at arrival and supports guests who prefer a streamlined experience.

On the operational side, Hyatt systems help with reservations and pre-arrival planning, and our teams use internal tools to respond faster when issues come up. The goal is to use technology to support hospitality, not replace it, and to help staff deliver consistent solutions with speed.

Meeting and event spaces can be a differentiator for hotels. How do you position your facilities to attract corporate gatherings and celebrations?

We have one larger meeting room that can seat roughly 75 to 100 people, so we’re not positioned as a major group hotel. Our focus is on business transient during the week and leisure demand that fits the location.

That said, we stay creative. We can utilize other spaces connected to the building, including a theater space and other specialty rooms, and we also work with nearby partners, including a co-working space attached to the building, to help clients find options when our on-site footprint is limited.

In what ways have guest expectations shifted in recent years, and what operational adjustments are you making in response?

One change is the increased attention to destination and resort fees. Guests want transparency, and they want to understand the value behind what they’re paying. For hotels, that means being clear upfront and ensuring the fee aligns with tangible benefits and experiences on property.

We’re also seeing expectations shift based on where guests are coming from and what they’re used to in their home markets. To respond, we’ve leaned into proactive communication. Guests receive a welcome email before arrival with key information, and we also send a text option for guests who prefer that channel. At check-in, they receive a digital welcome letter that reiterates details, introduces key leaders, and provides direct contact information so they can reach the right person quickly.

Miami is a gateway city. How do you cater to international travelers and attract that clientele?

It starts with language access. We prioritize having multiple languages spoken at the hotel, especially at the front desk and on the sales team, so international guests can communicate comfortably without relying only on translation tools.

We also pay attention to travel patterns. Different feeder markets arrive at different times, so we plan staffing and, when possible, day-use room options around those rhythms to help accommodate early arrivals or guests who need a place to reset before standard check-in.

Finally, our sales team monitors shifts that affect international travel demand, from airline patterns to broader barriers like visa timing, because those dynamics can change the mix of who is traveling to Miami and when.