Matt Thompson, General Manager, Embassy Suites Raleigh-Durham Research Triangle
In an interview with Invest:, Matt Thompson, general manager of Embassy Suites Raleigh-Durham Research Triangle, discussed the hotel’s strong performance, balanced demand mix, and its focus on service as the Triangle continues to grow. “How do we retain business and keep legacy business coming back? That all falls on guest service,” Thompson said.
What changes over the past year have most impacted your property’s performance, and how have they influenced your strategy as general manager?
Changes for us tend to come in the form of growth, but our proximity to things like the Lenovo Center, downtown Raleigh, RTP, USA Baseball, the airport, and the soccer facilities really helps us generate a constant flow of business travel, transient travel, group business, and airline business.
How would you describe the hospitality landscape in the Research Triangle, particularly in a suburban business corridor like Cary?
Business has come back. We had a good year last year and a great first quarter and start to 2026. Even with everything that is going on with the economy and travel, business has been really good through the first quarter and last year. We are trending to have a great year financially.
What trends are you seeing in demand between corporate travel, group business, and leisure guests?
We are in such a unique position here. We have always gotten a good blend of business. Monday through Friday, we are corporate, group, and business travel, and on the weekends, we are transient and social. We have a great mix, which helps us drive rates.
How does your proximity to Research Triangle Park and the airport shape your positioning and competitive advantage?
We are in a great location and market here in Cary. Our proximity to RTP, the airport, downtown Raleigh, and all the sports venues put us in a great position.
What key factors influence booking decisions today?
It’s all about guest service and facilities. Let’s face it, there are numerous options for clients to choose from. The thing that is going to get them in the building and coming back is exceptional service.
How are workforce challenges affecting hotel operations, and what approaches are you taking to recruit and retain talent?
There are definitely workforce challenges. Post-COVID, it has been more difficult to hire both line-level associates and managers, and then retain them on top of that. Especially here, where business is booming, there are certainly opportunities for people to get out of the hospitality industry. So, it is difficult to hire but, once we get them in the building, we try to drive culture. Our company, Atrium Hospitality, is big on culture and inclusion and has implemented things such as free lunches, team rallies, and other activities to drive culture and try to keep people here and keep turnover down. It is all about culture and building a strong infrastructure to keep associates in the building once we hire them.
How do you see your hotel contributing to the broader economic activity tied to Research Triangle Park and the surrounding business community?
We are a big part of the community. We partner with the Raleigh Chamber, we partner with the Cary Chamber, and we host events for them. We also do community service. We have a great program with the Wake County Public School System called Project SEARCH, where we teach interns with learning disabilities how to work in the community. They spend about nine months with us and do separate internships for nine weeks at a time throughout the building, where we teach them how to work and be professionals. That helps us have an imprint in our community.
What opportunities do you see for growth as the Triangle continues to expand and attract new investment?
For us, it’s about getting the right business. Keeping clients and guests coming back and creating legacy with the right groups. To maintain our position within the market.
What are your top priorities for the next few years to strengthen performance and enhance the guest experience?
To continue to drive culture and maintain a high level of service and continue to be progressive and innovative.
