Ivy Mpofu, General Manager, Embassy Suites by Hilton Atlanta at Centennial Olympic Park

In an interview with Focus:, Ivy Mpofu, general manager of the Embassy Suites by Hilton Atlanta at Centennial Olympic Park, is leading with innovation and resilience as the hotel embraces AI to enhance service and efficiency ahead of major events like the World Cup. “Hospitality is one of the few industries where you can work your way up without prior experience or book knowledge. I came in with no background and was welcomed,” Mpofu added.

What major challenges have impacted your hotel?

The biggest challenge has been uncertainty. The decline of the economy and staffing shortages have been a challenge this last year. This same uncertainty has also extended to travelers—both foreign and domestic. Reports of hostility at certain ports of entry, along with rising trade tensions, have contributed to a noticeable decline in international visitors, influencing occupancy rates across the industry.

Currently, at our property, we are preparing for a major renovation. Although planning has been completed, funds allocated, down payments made for furniture, fixtures, and equipment, an unexpected increase in projected costs has created new complications. Uncertainty around tariffs has made it difficult to accurately estimate total expenses. In our line of business—and in most businesses, for that matter — stability and predictability are essential. Any uncertainty presents a significant challenge, especially when it affects nearly every aspect of operations.

How is the hotel adapting to evolving guest expectations in 2025?

Right now, we’re focused on how to stay ahead, especially with high-profile events like the FIFA World Cup coming to town. This is an exciting opportunity to showcase our readiness and ability to provide a world-class experience to guests from all corners of the globe.

One of the key areas shaping our strategy is Artificial Intelligence (AI). As with most companies striving to survive and remain competitive in a rapidly evolving landscape, it’s imperative that we find ways to leverage the benefits of AI to the best of our ability. 

Initially, conversations around AI focused on the sensationalized idea of machines replacing many functions currently performed by humans. There was real fear and apprehension about what that might mean for the future of work, especially in our industry, where there was concern that jobs could be lost. However, today we’re embracing AI as a tool to help us become more efficient and better support our teams, particularly when staffing is limited. Hospitality is about the human touch, and that is not going away. 

Examples of optimization opportunities include enhancing our guest texting systems, improving revenue management, and elevating in-room experiences. 

This is not just about efficiency; it’s about improving the guest experience while easing the burden on our staff. With the right tools, fewer team members can still deliver exceptional service. That’s where our focus is now.

What role does the hotel play in the city’s tourism and events ecosystem?

We like to say we’re a beachfront property right in the heart of downtown Atlanta. There’s no major event in the city that we’re not a part of. We’re within walking distance of 12 key attractions, including Mercedes-Benz Stadium and State Farm Arena.

Events like concerts and conventions drive demand. We recently hosted guests for Beyoncé’s four-night show at Mercedes-Benz Stadium, and it was amazing. Atlanta is considered the capital of the South, and as such, we welcomed guests not only from the city itself but also from many surrounding states. That speaks to the strength of our location and our role in the city’s tourism infrastructure.

What makes Atlanta such a compelling destination to live and do business?

Atlanta stands out because of its diversity and inclusiveness. The city welcomes people from all walks of life. Whether you’re into music, sports, art, culture, or cuisine, Atlanta has something to offer.

It’s also a great place for families. No matter where you live in the metro area, you’ll find high-performing schools, programs, and community services available. From a business perspective, the city is actively investing in state-of-the-art development and competing with other major metros for conventions, talent, and growth.

We’re adding more hotel inventory — around 5,000 additional room keys are on the way — which positions Atlanta to compete with cities like Las Vegas and Dallas in the convention space. And of course, having the world’s busiest airport just minutes away gives Atlanta a major advantage in accessibility. It’s truly a global gateway.

How is the hotel engaging with the local business and community ecosystem?

Hilton, as a brand, places a strong emphasis on community involvement, and we take that commitment seriously at our property. Every quarter, we participate in outreach and service projects, whether it’s volunteering with organizations like Open Hand Atlanta or supporting initiatives through MedShare.

We’re also actively involved in Hilton’s small business initiative. This program helps local businesses, large or small, gain access to corporate rates and benefits. In the past, only major corporations like Coca-Cola or Home Depot could access those perks. Now, even a neighborhood hair salon with just five or six employees can set up a local account and receive the same advantages. It helps them save money, grow their business, and feel more connected to the broader business community.

How are you supporting workforce development, especially with young professionals entering the industry?

We’re working closely with local universities and schools, such as Georgia State University and Kennesaw State University, to engage students before they graduate. We offer internships and entry-level opportunities so they can experience hospitality firsthand and gain a clear understanding of what the industry has to offer.

Beyond that, we’re advocating at the policy level. Every year, I travel to Capitol Hill to meet with senators and representatives. We advocate for reforms that impact staffing in our industry, particularly policies that expand the pool of prospective employees, whether through immigration and visa programs like J-1 and H-2B, or through industry incentives aimed at attracting local talent. These policies have a direct effect on our ability to hire and retain qualified staff, and we want lawmakers to understand the real-world implications of their decisions.

What led you to pursue a career in hospitality, and what makes it such an accessible industry?

Hospitality wasn’t my original path. In university, I majored in chemistry and biochemistry and worked as an analytical chemist for many years. Over time, I found the work too isolating. I’d be in a lab from 8 a.m. to 7 p.m., alone, analyzing materials, with limited interaction with colleagues. Some days, I’d have as few as one or two conversations.

I knew I needed something different, and hospitality offered the human connection I was missing. Once I transitioned into the field, I was able to move up the ranks quickly. My analytical background helped me understand systems and solve problems more efficiently.

Hospitality is one of the few industries where you can work your way up without prior experience or formal education in the field. I came in with no background and was welcomed. Hotels are willing to train committed, passionate individuals. Maturity helped, too; I knew what I wanted. I worked my way up from front desk agent to supervisor, then manager, and eventually director, all in under two years.

I truly love what I do. Hospitality has given me purpose, connection, and a clear path forward. After COVID, many people left the industry, and it’s been a challenge bringing them back. But there are so many opportunities here. This work matters, and there’s a place for anyone who wants to grow.

What are your top priorities for the next few years?

First, stabilizing our workforce. That means gaining a clear understanding of the evolving economic and policy landscape and finding effective ways to attract, develop, and retain the best available talent.

Second, ensuring that our property remains competitive and relevant in a rapidly changing industry. That means adapting to guest expectations and leading through innovation.

We’re already phasing out the traditional front desk. Guests will soon be able to check in using their phones as they walk through the lobby, eliminating lines and streamlining the arrival process. That’s just one example of how we’re working to enhance the guest experience.

We’re also investing in engineering and back-of-house systems that leverage AI to optimize maintenance and efficiency, improving overall responsiveness. Whether it’s operations, guest service, or building management, if there’s a tool that improves performance and elevates the guest experience, we want to be among the first to adopt it.