Spotlight On: Chris Southwick, General Manager, The Tampa EDITION
January 2025 — In an interview with Invest:, Chris Southwick, General Manager of The Tampa EDITION, highlighted the hotel’s resilience during recent hurricanes and emphasized key achievements such as Lilac’s Michelin star retention. He also discussed future goals, including positioning Tampa as a top luxury destination and aiming for Forbes Five-Star recognition.
How did The Tampa EDITION handle the hurricanes, and what impact do you see on the region’s hospitality sector?
It was tough. Two hurricanes within 10 days hit hard, even though neither struck directly. Storm surges caused significant damage along the coast, and many hotels are still dealing with closures. Even without a direct hit, everything shut down — conventions canceled, and we had to activate our “ride-out” teams, with engineers and security staying behind to protect the property while everyone else evacuated.
We had tough conversations with guests, especially those who didn’t want to leave during mandatory evacuations. One family, already displaced by flooding in North Carolina, had to move again, but we managed with empathy.
Once the storms passed, we focused on reopening quickly, providing a refuge for those without power in South Tampa and other areas. Balancing this with business operations was challenging — some events canceled, and while our area had regained safety, media coverage scared people away. But we’ve worked through it, and now, things are picking up. This weekend, we’re oversold, with events like the Bucs game driving business.
The hurricanes will continue to affect the region, but another looming issue is the likely relocation of the Rays to Orlando for three years during Tropicana Field’s construction. Losing not just the games, but the fans, teams, and staff who stay in hotels will hurt hospitality and local businesses. While St. Pete has long-term plans for the gas plant area and the new stadium, the immediate loss of tourism dollars is going to be tough for the region. It’s something everyone in the hospitality sector needs to be prepared for.
What key milestones and achievements have defined the past year for The Tampa EDITION?
I’d say the word for this past year is “stabilization.” We’ve reached a point where everything — from business operations to service consistency — feels steady. It’s about delivering on our promises to guests every day. Anyone can have a great day, but it’s about being great consistently.
We’ve also had some major accomplishments. Our fine-dining restaurant, Lilac, retained its Michelin Star, which was a huge achievement for us. We hosted the Michelin ceremony for the entire state of Florida, which was streamed globally and really highlighted what we stand for. Having top chefs and industry leaders stay with us allowed us to showcase our service and hospitality.
We also received the Michelin Key – the hotel version of a Michelin Star – this year. That’s another big win, and it shows the exceptional service we provide. It’s not about the flashy things; it’s the service and the people that make the difference. We charge a premium, and with that comes the responsibility to deliver something extraordinary, which our team does with pride.
What emerging trends are impacting The EDITION and the luxury market in Tampa Bay?
We’re seeing a few important trends, especially around technology. We’re piloting systems that allow our team members to manage schedules, benefits, and updates through an app on their phones. No more traditional punch-ins — this makes everything more streamlined and accessible for our staff.
For guests, we use platforms like the Marriott Bonvoy app and GXP to personalize service. GXP lets us track guest preferences, whether it’s their favorite drink, their dog’s name, or their last visit. This allows us to anticipate their needs before they even arrive, creating a more personalized experience. It’s about selling experiences, not just rooms and meals.
Personalized service is another trend. At EDITION, we aim to tailor each guest interaction. Coming from a Ritz-Carlton background, the service there could sometimes feel robotic. Here, we adjust our tone and approach based on the guest, creating a more genuine relationship. We want to create fans — people who leave excited to come back.
How is The Tampa EDITION cultivating a workplace culture to achieve employee satisfaction?
We’ve rolled out a few initiatives to strengthen our workplace culture. One of the biggest changes is our new Pulse survey, which replaces the old annual employee engagement survey. Now, we get feedback quarterly, addressing 25% of the survey each time. This allows us to react quickly, making improvements within days rather than waiting a full year.
We also have a five-day orientation for new employees that covers everything from brand values to job-specific training. Plus, we’ve introduced “Day 54,” inspired by Studio 54 and Ian Schrager. On Day 54 of a new hire’s journey, I sit down with them to get feedback on how things are going. It’s a chance to check in, resolve any issues, and keep them engaged.
We’re big on certifications too. Our certification process has 380 questions — no multiple choice, no true or false. It’s comprehensive, covering everything from brand standards to department-specific knowledge, ensuring that our team is fully equipped to deliver top-tier service.
At the end of the day, it’s about creating an environment where our employees feel supported, which directly impacts the guest experience.
What are some key partnerships playing a role in expanding The Tampa EDITION’s influence and offerings?
One key partnership is with the Marriott Business Council, which unites all the Marriott properties in the area – both franchise and managed. We collaborate on community initiatives like Feeding Tampa Bay, Children’s Miracle Network, and even environmental projects like building reefs. These partnerships allow us to give back to the community, which is really important to us.
We also work closely with Visit Tampa Bay and the Tampa Tourism Marketing District (TMD). These groups help promote Tampa to a wider audience. One exciting project we’re working on is bringing Swim Week from Miami to Tampa, which would be a tremendous boost for the region. It’s about thinking big and doing things differently to attract more attention to Tampa.
These partnerships not only help us engage with the community, but also raise Tampa’s profile as a luxury destination. By bringing in major events and collaborating on marketing, we’re helping to put Tampa on the map.
What is your vision for The Tampa EDITION and the broader luxury hospitality sector over the next few years?
My vision is for The Tampa EDITION to become the first Forbes Five-Star EDITION hotel. We’ve achieved many other accolades, but that would be the ultimate validation of our service and quality. We were close last year, but just missed it in the final review, so that’s a major goal.
On a broader level, I want Tampa to be recognized as a true luxury destination. Too often, people don’t view Tampa in that light. But we have the talent, creativity, and resources here. My goal is to shift that perception and put Tampa on par with other top luxury cities.
The region has everything — amazing dining, culture, sports, and more. It’s just a matter of increasing awareness. We’re working hard to attract international visitors, especially from markets like South America that typically choose Miami. It’s a long-term strategy, but with the right effort and collaboration across the community, I believe we’ll get there.
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