Ryan Fender, General Manager, Grand Hyatt San Antonio River Walk
In an interview with Invest:, Ryan Fender, general manager of the Grand Hyatt San Antonio River Walk, shared his focus on elevating service, maximizing group business, and optimizing financial performance. “Every piece of potential group business should go through us first,” he asserted, positioning the hotel as San Antonio’s convention gateway. Fender is also investing in local talent development to sustain hospitality excellence amid growing competition.
What are your top priorities during your first months leading Grand Hyatt San Antonio River Walk?
In the short time I’ve been here, our leadership team has already identified our top priorities for the short and medium term. First is enhancing customer service. Regardless of economic conditions, great hotels never lose sight of the guest experience. Second is driving demand for group business. San Antonio is a strong convention market, and as the largest hotel in the market with the closest proximity to the convention center, our hotel should lead in this area. Third is financial optimization, which we call driving value. This means finding new and creative sources of revenue and optimizing operations to maximize returns for our ownership.
How have your previous roles in Dallas, California, and New York shaped your management approach in San Antonio?
My leadership style has always adapted to the local culture and norms. The varied experiences I’ve had across markets have given me a broad toolkit to draw from. When faced with new challenges, I can reflect on what’s worked in other settings and tailor that to San Antonio’s unique needs. It’s helped me avoid reinventing the wheel and instead bring a well-informed approach to leading here.
With the hotel’s proximity to the Henry B. González Convention Center, how are you reinforcing your role as the convention gateway of San Antonio?
“Gateway” is exactly the right word. As the largest convention hotel in San Antonio, with the closest access to the convention center, I firmly believe every piece of potential group business should go through us first. We offer the best location, product, and service.
To remain competitive, we focus on delivering value, not just through rates, but through packages that include food, beverage, service, and more. We’ve recently opened a new elevated, Italian-inspired restaurant called Moda Fare, fully renovated our coffee shop, and launched an upscale lobby cocktail lounge called Tejas Lounge, featuring native Texan spirits.
These were all part of Phase 1. Phase 2 included front desk and lobby upgrades. We’ve now moved into Phase 3: a full soft renovation of our 115,000 square feet of meeting space to ensure we’re providing a state-of-the-art experience for every group.
I believe sales is everyone’s job. I try to be hands-on, meet every client I can, and follow up after site visits. We want to be as welcoming and easy to work with as possible.
How are you adapting to new travel trends, especially among leisure travelers?
We’ve seen a shift in consumer behavior, not necessarily increased price sensitivity, but increased discernment. Guests want to feel confident in how they spend their money. They have more choices than ever, and they’re thinking critically about value.
To meet this shift, we focus on creating energy and activity around the hotel. Even if guests do not participate directly, that vibrancy contributes to their overall impression. We’ve hosted events like a 200-person community run, live music every week, rooftop Pilates, and an upcoming comedy show. It all helps make the hotel feel alive, not just a place to sleep.
We also work closely with Visit San Antonio to emphasize what makes the city unique. San Antonio consistently over-indexes on key metrics like value for money, culinary experiences, walkability, and customer service. Promoting those strengths helps position the city and our property as top-tier destinations.
How do regional enhancements, events, and cultural traditions play into your hotel’s growth strategy?
Cultural connection is key. For example, Fiesta is such an iconic part of San Antonio, and this year I experienced it for the first time. I’ve learned about the significance of Fiesta medals and now give them to visiting sales clients, whether they’re from Texas or out of state, as a symbol of San Antonio’s spirit. It’s a small gesture, but it creates a meaningful connection to the city’s identity.
Large-scale events like the NCAA Final Four are also important. San Antonio has hosted five Men’s Final Fours and will host the Women’s Final Four in 2029. I’d even argue the Final Four could provide more long-term value than the Super Bowl because it spans several days, involves more teams, and brings extended visibility to the host city.
During these events, we offer incentives for attendees to return as leisure guests later in the year. It’s about capturing that moment and turning it into long-term interest.
What’s your current assessment of the hospitality labor pool in San Antonio, and how are you building your team?
The labor pool in San Antonio is strong and diverse, with a clear appreciation for the hospitality sector’s role in the local economy. Almost everyone here either works in the industry, has family in it, or is connected to it in some way.
That said, demand for quality labor is high. Hotel supply is at a historic peak, so we’re focused on recruitment and development. We participate in career fairs — including veterans’ hiring events — and build relationships with schools and programs that offer hospitality, service, or culinary training.
We also host student visits from local high schools and colleges, including the Culinary Institute here in town. I always try to meet with those students personally. I started my hospitality career at 15, so I know how impactful early engagement can be.
We’re also collaborating with greater:SATX to support high school internships starting in 2026. The goal is to help young people see that this industry offers growth potential and a rewarding future.
