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Executive Spotlight:
Q&A with Jason Morgan, Senior Director of Operations
Q: What was your first role in hospitality?
My first hotel job was at a 152-room Ramada Inn just outside of Pittsburgh, Pennsylvania—where I’m originally from. I started at the front desk, and within six months, the front office manager got sick and had to leave. They offered me the role, and that was my entry into hotel leadership.
Q: What brought you to Myrtle Beach?
It was actually a promise. I had interviewed with Columbia Sussex for a Marriott resort they were opening in Myrtle Beach. Brian Hockenbury told me, “I like your attitude, but I need someone with Westin or Marriott experience. Go get that, and I’ll hire you.” So I quit my job, went to the Westin in downtown Pittsburgh as a front desk agent again, stayed for about eight months, and called Brian. True to his word, he told me to come down. I’ve been in Myrtle Beach ever since.
Jason Morgan
Senior Director of Operations
Q: What did you take from your time at Columbia Sussex?
That company built me. I moved into food and beverage, eventually becoming F&B Director of a massive operation doing $27 million a year. It was nonstop. I learned how to read a P&L, calculate flow-through manually, and understand the financial backbone of hotel operations. I still teach people the way Brian taught me—don’t just use a spreadsheet; understand where the numbers come from.
Q: How did your path lead you to Brittain Resorts & Hotels?
After Columbia Sussex, I wanted to grow into a GM role. I joined Brittain in 2009 and stayed for about nine years. Then I felt like I needed a new challenge. I moved to a branded Courtyard and eventually became a District GM, then a Regional with AD1 Global. When that company started downsizing after COVID, I was laid off, but they treated me well on the way out.
Q: And then you came back to Brittain?
Yeah, I was ready to pivot into senior living—I even signed an offer letter. Then Kris Kuball, whom I’d worked with before, said, “Why do I keep giving you references when I want you on my team?” He invited me for coffee, and the rest is history. They laid out where the company was heading, the regions they needed help with, and how my experience aligned. I knew before I walked out of the room that I was coming back.
Q: What are a few of your guiding principles?
Lead by example. Manage by walking around. Take care of your people so they’ll take care of you. Also, be early, not just on time. And if a report is due Friday, turn it in Thursday. It’s about professionalism and consistency.
Q: What advice would you give to line-level team members who want to move up?
Be open to learning new things. Ask questions. And most importantly, talk to your supervisor about your goals. Let people know you want to grow, and show them through your work that you’re ready.
Q: If you weren’t in hospitality, what would you do?
I’d be in the golf industry. Not as a pro or anything like that, but helping people enjoy the game. I love the idea of creating a space where people can learn without pressure. I’d probably be on a golf course if I weren’t in hotels.
Q: Dream vacation, no budget constraints—where to?
Thailand. One of the resorts always shows up on Marriott’s internal systems, and it’s stunning. I’d love to go there, disconnect, and just enjoy it—no phone, no emails. Bonus: I’ve got a former colleague who owns restaurants in Thailand, and I’d love to connect with him, grab a beer, and try the food.
Q: Who are your business heroes?
Kris Kuball, who helped set me up for success at Brittain the first time around. Brian Hockenbury who pushed me to level up my brand experience—and then connected years later. David Fernandez from AD1 Global—we went through COVID together, and he taught me a lot about Regional Operations. Cory Clark mentored and helped me become very successful in Food and Beverage Operations. All four helped shape who I am as a leader.
Q: What position had the biggest impact on your career?
Working for Columbia Sussex, no question. I got to help with transitions, like the Tropicana in Atlantic City—where I learned how intense union environments can be. That role gave me operational depth and made me the kind of leader who just puts his head down and runs through the wall if that’s what the team needs.
Brittain Resorts & Hotels (BRH) is a full-service hospitality management company providing multi-layered expertise in all disciplines of hotel and resort operations. Since 1943, BRH has been enriching the lives of its team members, guests, partners, and the communities they serve by providing exceptional guest experiences, a supportive work environment, and superior returns. With over 4,700+ rooms, suites, and condos in the portfolio, the company currently operates 30+ hotels and resorts and 45+ restaurants & bars within the United States.
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Phone: (843) 282-7359
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