Kathleen Pettit

Kathleen Pettit is a distinguished hospitality executive with over 30 years of experience driving growth and excellence within the New York market. Currently serving as the Corporate Director of New Business Development for HHM Hotels, Kathleen oversees a sprawling portfolio of over 230 properties. Her career is defined by a unique blend of high-level sales strategy and a ‘people-first’ leadership philosophy that consistently exceeds guest expectations.

Known as a ‘trailblazer’ in the industry, Kathleen’s impact extends far beyond the boardroom. In 2021, she received the prestigious HSMAI Global Recovery Hero award for her visionary leadership during the pandemic, where she personally coordinated emergency housing for over 1,200 first responders. Her deep ties to the New York aviation community have earned her the Bishop Wright Aviation Industry Award and recognition as a 2024 Power Woman of Queens, supported by official citations from the New York State Senate and Assembly.

An active leader in the JFK Airport Chamber of Commerce, KAAMCO, and the JFK Rotary Club, Kathleen is a vital advocate for the intersection of hospitality and community service. She balances her professional achievements with a dedicated family life, residing in the NYC area with her husband, a retired NYPD First Grade Lieutenant, and celebrating the successes of her two daughters, both graduates of the University of Delaware.

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Was this your first career choice? 

Kathleen Pettit: “Not initially. I began my professional journey in the banking industry during my college years, which provided me with a vital analytical foundation. However, I soon realized that my true calling was in dynamic, people-driven environments. This led to a pivotal crossroads early in my career when I was recruited simultaneously by Delta Airlines and a major hotel brand.

I ultimately chose the hospitality route, drawn by the sophisticated guest experience, the ‘family’ culture of the team, and the complexity of high-level operations. That decision launched a career dedicated to the unique energy of the New York aviation community. My true passion lies in Sales and New Business Development—specifically within the NY, JFK, and LGA markets—where I’ve been able to transform daily interactions into long-term strategic partnerships and lifelong professional friendships.

What are the essential skills that a new hotel worker should possess to succeed? 

Kathleen Pettit: In this industry, technical skills can be taught, but a service-oriented mindset is innate. The most essential attribute is a dynamic personality—specifically, the ability to engage authentically in face-to-face interactions and build an immediate rapport with guests.

Did you have a mentor at the start of your career? Can you share your experience with them and how they influenced your career? 

Kathleen Pettit: I was fortunate to be mentored by Gary Isenberg, who served as the V.P. of Operations. Gary was instrumental in my development; he invested significant time in teaching me the intricacies of financials while constantly challenging me with high-stakes projects, including restaurant openings and complex hotel operations. His guidance shaped my holistic understanding of the business outside of the sales operation.

How has networking and involvement in the airport community benefited your career? 

Kathleen Pettit: Beyond helping me achieve critical revenue goals for our properties, networking has been the cornerstone of my professional fulfillment. It has allowed me to develop deep-rooted friendships and partnerships within the airport ecosystem that remain as strong today as they were when they began.

Are you a member of any civic or business groups related to the local airport? 

Kathleen Pettit: Yes, I am an active member of the Rotary Club, the JFK Chamber of Commerce, and KAAMCO (Kennedy Airport Airlines Management Council).

What is the most memorable moment in your aviation career or at the airports? 

Kathleen Pettit: My most memorable moments fall into two categories: operational resilience and professional milestones. I have witnessed the incredible ‘heart’ of the JFK and LGA communities during some of our most challenging times—from the recovery efforts of the two US Airways flights, Sully in the Hudson and major hurricanes like Irene and Sandy, to the unprecedented hurdles of the COVID-19 pandemic and our annual winter weather events. Seeing airline staff, hotel teams, and local agencies pull together seamlessly to care for thousands of displaced travelers is a constant reminder of why I love this industry.

On a personal level, I am incredibly proud to have been recognized by my peers and the airport communities for my contributions over the years. Receiving honors such as Women of the Year, the Bishop Wright Award, Star Leader, and most recently, the Star Women in Leadership award, are pivotal moments for me. They represent not just my own hard work, but the strength of the partnerships I’ve built within New York and the aviation market.

Are there any airport redevelopment projects that you are particularly excited to see completed?

Kathleen Pettit: I am particularly excited about the New Terminal One (NTO) at JFK. It represents a bold new chapter for the airport, promising a world-class experience that will redefine how international travelers perceive New York’s gateways.

What distinguishes the New York metropolitan area from other aviation and airport markets? 

Kathleen Pettit: I travel monthly to create partnerships for my hotels at many different airports, and the community at JFK is truly unique. It is a highly involved network that continuously provides for those in need and stays deeply invested in the local community. In addition, the annual events, trips, dinner dances, and fundraisers keep us together throughout the year. The bonds and partnerships built here over the years are unlike any other airport community in the U.S.

How has your company or institution adapted to the sustainability initiatives at our airports?

Kathleen Pettit: We have aligned our operational standards with the airport’s broader green initiatives. We view sustainability not just as a mandate, but as a long-term responsibility to the community we serve.  HHM Hotels is a leader in sustainable hospitality, primarily through its proprietary EarthView® program. Launched in 2010, the program uses a “triple-bottom-line” approach, focusing on Environmental, Social, and Financial impact.

Could you share any sustainability initiatives that your company has implemented? 

We have taken aggressive steps to reduce our footprint, with the following: Key Sustainability Efforts

• Energy & Water Efficiency: HHM utilizes smart-room technology (EMS thermostats), LED lighting, and low-flow water fixtures. They’ve achieved significant reductions in energy and water consumption per square foot compared to their 2010 baseline.
• Waste Diversion: The portfolio maintains high waste diversion rates through property-wide recycling, the elimination of single-use plastics (like straws and stirrers), and transitioning to large-format bath amenities.
• Green Building Certifications: Over 35% of their hotels hold third-party certifications, including LEED, ENERGY STAR, and ISO 14001/50001.
• Sustainable Meetings: They offer “Green Meeting” options, such as linenless tables, digital folios, and vegan/vegetarian catering to help corporate clients reduce their Scope 3 emissions.

HHM collaborates with several global organizations to turn operational waste into social good:

• Clean the World: HHM was one of the first partners to collect partially used soaps from guest rooms, which are sanitized and redistributed to at-risk communities to prevent hygiene-related illnesses.
• Waterboys.org (The Chris Long Foundation): Through their private-label EarthView water bottles (made from 100% recycled plastic), HHM donates $1 per bottle sold to fund clean water wells in East Africa.
• United Way: A long-standing partner for local community engagement and social impact initiatives.
• Ecolab: They utilize the Aquanomic Laundry Program, which uses cold-water technology to reduce natural gas and water usage by approximately 13-15% per cycle.

Does your company offer internships or other programs to attract young employees? 

Yes, we are committed to cultivating the next generation of leaders. We offer structured internship programs that provide students with hands-on exposure to both the operational and financial sides of the hotel.

What is the biggest obstacle to finding talent for the  hotel? 

The primary challenge is finding those that are willing to work in hotels.  The overnight shift is not a favorite. We are seeing a significant generational shift in the workforce. Many experienced hospitality professionals transitioned during the pandemic or have retired, leaving us with a ‘skills gap’ in critical roles. Our focus has shifted from finding ‘ready-made’ talent to identifying individuals with the right ‘service heart’ and investing heavily in our own internal training and mentorship programs to bridge that gap. 

Would you consider using a pilotless, autonomous electric vertical take-off and landing (eVTOL) aircraft for short trips? 

At this point I am not sure I trust it, although innovation is the lifeblood of aviation. As the technology matures and safety standards are solidified, I believe eVTOLs will be a game-changer for regional connectivity and urban mobility.

Has the shortage of workers in our area affected your company?

Like many in our industry, we have felt the impact of the labor market shift. It has required us to be more agile and creative in how we manage our service delivery without compromising the high standards our guests expect.

What measures has your company implemented to attract qualified workers?

We have focused heavily on enhancing our employee value proposition, including competitive benefits, flexible scheduling, and—most importantly—clear pathways for internal promotion and professional development.

How are the insights of women in leadership roles important in fostering innovation and the commitment to sustainability and inclusivity?

Women in leadership bring a diverse perspective that is vital for empathetic management and creative problem-solving. By prioritizing inclusivity, we ensure that our innovation and sustainability goals are not just corporate metrics, but community-driven missions that reflect the diverse world we serve.