Donnie Jenkins, General Manager, AC Hotel Clearwater

August 2026 —Invest: spoke with Donnie Jenkins, general manager of AC Hotel Clearwater, about early priorities under new ownership, guest-experience upgrades, talent strategy, and how the property is staying agile as travel patterns shift. “We have been hiring and adding positions, so the pace has been fast,” Jenkins said.

What were your initial priorities as you took on the role, and what stood out to you most in your first few months?

Coming into the role, what stood out right away was that I had worked in Tampa but never beachside before, so it was fun to come over the bridge. The views coming in are such a great way to start the day.

When I arrived, the hotels were in a transition. We took over the properties about a year ago, so we are still transitioning into our new ownership with Peregrine, and we have a lot of things we have been implementing.

A big early focus was opening Flipside, our new pizza concept at the Courtyard. My first couple of weeks included tasting and deciding what we wanted to serve, from how thick we wanted the pizza to what ingredients and other items would make sense. At the same time, my sales team got me out to tour the market and meet other hoteliers so I could understand the competitive set.

One of the best surprises was how welcoming Clearwater Beach has been. It felt like a community. There are tenured hoteliers who have been here 15-plus years, and they immediately reached out, took my number, and checked in to see what I needed.

We have also been hiring and adding positions, so the pace has been fast.

What key changes over the last 12 months have most impacted the hospitality market, and how has the team adapted?

Across Florida, we were all nervous about Canadian travelers, which can be a big piece of business. Last year, by the time broader economic issues came up, the busy season had already happened, so many of us were watching this season closely. So far, things are looking strong for us, which is encouraging.

In Clearwater Beach specifically, everyone I have spoken to has said it was really slow last year, which was shocking because we did not have hurricanes. It may still be tied to the storm threats in 2024 and the way those events shaped traveler confidence. Either way, it has reinforced the need to stay flexible with mix and strategy.

Which recent initiatives or developments are you most excited about, and what impact will they have on the guest experience?

Flipside is a big one. It is a full-service restaurant with an 80s and 90s theme, and the vibe is fun. We plan to add trivia and other programming so it is not only for hotel guests but also a place the community wants to spend time.

At the AC, we opened the rooftop bar, and it is now open every day, so guests can consistently enjoy the views. At the Courtyard, we are also rolling out mobile dining so guests can order from their phones, including through the Marriott app, and pick up items easily.

Our new meeting space at the AC is officially open and accepting business. Our current fitness center has stellar views of downtown Clearwater, so we are moving the fitness center to the first floor and converting that view-driven space into an event space adjacent to the rooftop bar. It will be a strong option for meetings and small events, and it adds another reason for groups to choose the property.

How are you approaching talent attraction and retention in today’s competitive hospitality labor market?

When I arrived, there had been a gap after the previous leadership change, and some people used that moment to move on. One thing I recognized right away was that there was not a lot of culture in place, and that was something I wanted to focus on.

I prioritized bringing experienced leaders into key roles, including my previous assistant general manager, who is great at pushing culture. Since then, we have replaced nine manager positions with experienced people who are excited about building something.

My interviews are conversations. They are not scripted. I like to walk the property with candidates and focus on fit and how we will work together. I also pay attention to how they experience the operation as a guest would, from arrival to first impressions.

Now that more of the team is in place, the energy is different. The first couple of months were hard, but as people settle into their roles, the focus shifts to development, community involvement, and what we want to build next.

Weather events and operational disruption are ongoing realities in Florida. How are you strengthening operational resiliency?

The biggest piece is staying agile with our revenue strategy and business mix. If wholesale or international demand starts dropping, we have to replace that business quickly. We will get more aggressive with corporate groups and focus on segments that can fill need periods.

Sports teams have been a bigger focus for us this year. Historically, we did not take as much of that business because we do not offer complimentary breakfast, but we are having the right conversations to see what makes sense and how to compete.

We are also tightening up cost controls by reviewing vendor contracts, comparing products before purchasing, and making sure our spend aligns with the strategy. In a market that can shift quickly, that discipline matters.

How is the hotel engaging with and supporting the broader community and businesses around it?

We participate in the Marriott Business Council, and one initiative we are leaning into is the Children’s Miracle Network Torch Relay. I have seen how strong that program can be when teams rally around it, and we want to bring that energy here.

We are engaging guests through fundraising elements like silent-auction items in our lobbies, with proceeds benefiting Children’s Miracle Network. We are also building a Flipside activation where a child connected to the hospital network can create a signature pizza for a month, and a portion of proceeds will go back to the cause.

We have also met with Clearwater Marine Aquarium and are exploring ways to partner more closely. They have been great partners, and we want to create experiences that support the community while also adding something memorable for guests.

What are your key goals and priorities for the next two to three years?

Personally, I want to establish myself within Peregrine as someone people can trust and rely on. It is an exciting time because the company is growing quickly, and there is an opportunity to help strengthen its footprint in Florida.

At the property level, I want these hotels to be recognized. They are beautiful properties, and I believe they can be award-winning. I also want us to be known for building a strong culture, creating development paths for team members, and staying active in the community.

Looking ahead, we are also talking about a larger new restaurant concept for 2027. Between food and beverage, meeting space, and team development, there is a lot of opportunity over the next few years.