Marco Cardillo, General Manager, Arya Hotel & Suites

In an interview with Invest:, Marco Cardillo, general manager of Arya Hotel & Suites in Coconut Grove, outlined how the property is being refreshed through a major renovation, a flexible amenity mix, and a strong service culture. “Luxury is less about having every traditional service and more about feeling welcomed, comfortable and understood,” Cardillo said.

How do you decide on which amenities to invest in?

The amenities at Arya Hotel & Suites are part of the original DNA of the property. When it operated as the Sonesta Hotel, it was one of the first condo hotels in the Coconut Grove market and was designed with generous spaces and a wide range of features. When CG Miami Hospitality took over, we saw an opportunity to bring those amenities back to life. 

Our renovation program is focused on raising standards across the building so that the hotel reflects the quality and momentum of Coconut Grove. Guest feedback, occupancy patterns, and length of stay help us understand which amenities really resonate and where to concentrate investment.

What balance do you see between leisure, business, and extended-stay guests, and how do those segments benefit the hotel?

In Miami today, the line between business and leisure has largely disappeared — most of our guests combine both. Arya’s location supports that mix. We are steps from CocoWalk and the center of Coconut Grove, with restaurants, shops, and entertainment all around us and the marina in front of the hotel. Weekends drive higher occupancy, but we welcome a healthy blend of corporate travelers, families, and long-stay guests throughout the week. Many of our rooms have kitchenettes, which give people the flexibility to cook or to enjoy the many nearby restaurants. That versatility helps us serve different segments while adding foot traffic and activity to the neighborhood.

How are you positioning your food and beverage offerings within such a competitive dining market in Coconut Grove?

We are repositioning our food and beverage to complement, not compete with, the wider Coconut Grove scene. Historically, the building included two restaurants. On the ground floor, AVA by Riviera Dining Group has just opened, bringing the same high standards the group is known for at MILA in South Beach. On the eighth floor, a new restaurant concept will open with views over the pool and bay, giving guests a strong on-site option. In addition, we are developing our Grove Terrace as a casual space for happy hours and small events. Together, these elements create a set of experiences that encourage guests to stay on property while still enjoying the neighborhood.

How do you balance luxury-style amenities with value?

What truly matters to today’s guest is the overall experience. Luxury is less about having every traditional service and more about feeling welcomed, comfortable, and understood. Many services that used to define luxury can now be handled through a smartphone, so we prioritize what technology cannot replicate: genuine, attentive, polite service. I constantly remind my team that attitude is everything. The most important thing I always tell my team is, “Guys, smile, smile, smile, because that’s what people bring with them.” A sincere smile and a willingness to solve problems are often what guests remember most.

What is Arya’s main competitive advantage in such a crowded hospitality market?

Our main advantage is our people and culture. Training is important, but we focus on ongoing, “on-the-floor” training rather than only classroom sessions. I encourage managers and staff to spend time in the lobby, hallways, and outlets, staying visible and close to guests so they can spot small issues and opportunities in real time. 

At the same time, we make a point of treating employees like family, involving them in decisions and sharing information openly. When people feel they belong and see how their work affects the guest experience, they naturally deliver better service. That family mentality is a differentiator.

How have guest demographics and demand patterns evolved in recent years, and how are you adapting?

A key step for us was moving from Best Western Premier Collection to WorldHotels. This affiliation strengthens our international reach, which is increasingly important as Coconut Grove gains visibility alongside Brickell and South Beach. Through WorldHotels’ network, we are attracting more international travelers from markets like Thailand and the United Kingdom, among others. We support this by tailoring offers and by highlighting Coconut Grove’s walkability, safety, and neighborhood feel. Our goal is to position Arya as the preferred option for guests who want an authentic, village-style Miami base rather than a purely urban or beach environment.

How does your Coconut Grove location shape your guest acquisition and marketing strategy?

Location is one of our biggest selling points. Coconut Grove is viewed as one of Miami’s safest and most walkable areas, with a relaxed ambience and a strong sense of community. CocoWalk, the marina, parks, and upcoming developments such as Four Seasons-branded residences are all within a short walk of the hotel. We emphasize this “park-and-walk” lifestyle in our messaging because guests increasingly want to leave the car behind, explore on foot, and feel part of the neighborhood. When they can do that, it elevates their perception of both the hotel and the destination.

How do you approach guest feedback and online reviews, and how do they influence your decisions?

We review guest feedback and online reviews daily and see them as a management tool, not a formality. Responding to all reviews, whether positive or negative, is standard practice. Positive comments allow us to recognize team members by name and reinforce good habits. Negative reviews are used to identify root causes and adjust procedures, so issues do not repeat. This is not only the general manager’s job; we share key themes with all department heads so that the whole leadership team works from the same information.

What are you doing operationally to ensure consistency in the guest experience across departments?

Consistency comes from coordination and a shared mindset. As a management team, we regularly review trends in service scores, maintenance issues, and guest comments. I often describe the hotel as a chain or an engine: it only works if every link moves together. Housekeeping, maintenance, front office, and food and beverage all have to push in the same direction. Arya is not a brand-new building, so there is always work to do, but the commitment of our staff and their willingness to go the extra mile is what ultimately ensures a reliable experience.

Looking ahead two to three years, what are your priorities for new amenities and guest experiences?

Our major renovation plans will leverage one of our greatest advantages: space. Unlike many newer hotels designed with smaller footprints, Arya has large terraces and generous common areas. The eighth floor alone features a terrace of roughly 7,000 square feet, which gives us ample room for meeting and event concepts and new types of guest activations. The goal is to make these spaces more livable and to create a niche position in the market around the combination of views, indoor-outdoor areas, and flexible event capacity.

How has travel behavior changed for your guests in recent years, and how are you adapting from a service and digital perspective?

Digitally, the shift has been significant. Printed brochures and paper collateral have given way to QR codes and mobile access to almost everything. Reliable, high-speed Wi-Fi is now a basic expectation; guests want the same connection quality they have at home so they can work, stream, and stay connected. From a service standpoint, I see the industry moving beyond the pandemic period. It was a difficult time globally, but it made teams stronger and more resilient. Our focus now is on looking forward — using what we learned to create smoother operations and, above all, positive memories for our guests. In the end, hospitality is about human connection, and that is what we aim to deliver every day.