May is Asian American and Pacific Islander (AAPI) Heritage Month, a time to recognize the cultures, histories, and contributions of AAPI communities. In hospitality, that recognition is part of the everyday experience from our guests, teams, and neighborhoods. It reflects a wide range of backgrounds and perspectives. We’re proud to spotlight four of Arlo’s senior leaders whose perspectives, creativity, and expertise help shape the Arlo Hotels experience every day: President Jimmy Suh, Director of Art and Design Jacqueline Liang, VP of Commerce Tatiana Ting, and VP of IT Darren DeSilva.
In the conversations that follow, they reflect on their journeys into the industry, what inspires their work at Arlo, and how their identities and experiences inform the way they lead. From creating spaces that feel welcoming to every guest, to championing diversity behind the scenes, their insights offer a meaningful look at how culture, community, and care intersect in hospitality today.
Meet the Team A Self Introduction
Jimmy Suh, President
As president of Arlo, my role is to lead our hotels’ operations to strive for excellence and heighten our guests’ stay experience.
Jacqueline Liang, Director of Art and Design
I am the Director of Art and Design, and I oversee the visual branding and storytelling of Arlo. From all physical collateral to digital touchpoints, I ensure that we have a cohesive brand identity (while also imbuing a sense of the Arlo spirit and whimsy to everything!).
Darren DeSilva, Vice President of IT
I make sure all of the technology behind the hotels work seamlessly, while also building the roadmap for where we are going next. I have had the opportunity to define and architect the ecosystem of platforms we use today, everything from check-in systems to payments, Wi-Fi, and guest-facing technology working together cohesively. The goal is simple: enable our teams to do their jobs efficiently and ensure our guests have a smooth, effortless experience.
Tatiana Ting, Vice President of Ecommerce
I’m the VP of Ecommerce at Arlo Hotels, and I oversee our digital strategy across the brand and all properties. At a high level, I focus on how people find us, experience us online, and ultimately book with us. That covers a lot of moving parts, from advertising and digital communications to our website and booking flow. I work closely with marketing and design to make sure everything feels cohesive and on-brand, and that the experience converts. I also oversee CRM and lifecycle marketing, we can bring new guests, stay connected, and encourage them to come back. Overall, it’s a mix of strategy and execution, making sure all the digital pieces are working together and constantly improving.
The Q&A
What drew you to work in hospitality and how did you enter the business?
Jimmy: Like many in the industry, my path to the hospitality world was accidental. I graduated with a finance degree, went to work at an investment firm, later found myself interning at an ad agency and while as an intern I took a part-time job as a front desk agent at a Holiday Inn across the street. It was love at first check-in and I never looked back.
Jacqueline: Arlo is my first foray into hospitality, and it came by happenstance. My previous job was in a major auction house but after leaving, I wanted to try something new and began my job search. Hospitality has always been a fascinating industry, particularly as someone who loves to dine out and travel, but I hadn’t considered it from a work perspective. As fate would have it, I came across a Graphic Designer position for Arlo Hotels, and it stopped me in my tracks. At that time, they were still a very new hotel brand, but I remember the name Arlo because I’ve been to NoMad’s rooftop with friends before and had nothing but good experiences. I immediately applied and the rest is history.
Darren: Hospitality is one of those industries that gives you an opportunity if you are willing to work hard. I started on the technical side as a consultant for a firm similar to ours, working closely with ownership on their flagship hotel. That relationship led to an opportunity to join the team full time, and I eventually grew into a regional IT leadership role.
Coming from Sri Lanka, hospitality is deeply embedded in our culture. We call it atithya, the idea that a guest is like a god, that welcoming someone into your space is an act of respect and honor. I carried that value with me without even realizing it, and it has shaped how I think about the guest experience ever since. At the end of the day, technology is just a tool, we are here to create experiences. That combination of people and problem solving is what drew me in and kept me here.
Tatiana: I got into hospitality pretty early. When I was a kid, I watched a Hong Kong drama called Revolving Doors of Vengeance, which is all about the behind-the-scenes of running a hotel and the dynamics of the industry. That was my first real exposure to what hospitality could be. Then in middle school, I went to Macau and experienced large-scale resorts for the first time. That trip really stuck with me. I remember thinking, “This is what I want to do. I want to create experiences like this for other people.” So when it came time to apply to college, I was pretty set on hospitality. I applied to schools across the country and even internationally that had hotel management programs, knowing that was the path I wanted to go down.
What do you love most about working at Arlo Hotels?
Jimmy: The people I work with is one of the most enjoyable aspects of my job. I have great admiration for the passion and commitment that our teams possess to elevate the guest experience. I’m also very proud of the diversity of our team and our leaders. This sets the tone of our culture, and it all has evolved very organically. Our culture is one of our greatest assets.
Jacqueline: The people I get to work with is one of the biggest reasons I love working here. In my role, I am able to interact with team members of all positions from every hotel, and I feel so grateful for that. I am constantly inspired by my fellow team members, from their dedication and passion to their warmth and big hearts. It never ceases to amaze me the culture we have built here at Arlo all because of our people.
Darren: First and foremost, it is the team. We are a scrappy group of leaders who execute at a very high level, and that energy is infectious. What I appreciate most is that Arlo is an independent brand that is not afraid to evolve. We move fast, we challenge traditional ways of doing things, and we are constantly looking for better ways to operate and serve our guests. Arlo is a collection of distinct, community rooted properties, each with its own personality. That creates space for people to bring their full selves to work. I never felt like I had to sand down my edges to fit in here. And from a technology standpoint, the creative freedom to build something from the ground up, to architect an entire ecosystem, that does not happen everywhere. I am proud of what we have built together.
Tatiana: Honestly, it’s the team. I first came across Arlo when they launched in 2016. I was working at a digital marketing agency at the time, and Arlo was one of my early clients, so I’ve known the brand since the beginning. When I joined the company, there were four hotels, including Midtown. Since then, we’ve grown to seven through a mix of new openings and conversions. It’s been really rewarding to see that growth from both the outside and now from the inside.
What I really appreciate is how close and agile the team still feels, even as we’ve expanded. It’s a very diverse group, and I get to work closely with people across different backgrounds and areas of expertise.
There are also people who have been here for the entire journey and have grown with the brand, which is something special. That mix of long-time team members and new perspectives is what makes working here feel meaningful and keeps it exciting day to day.
How do you personally embody and enact Arlo’s commitment to diversity in the workplace?
Jimmy: I strive to observe, encourage, listen, and act on my team’s actions and feedback without any preconceived notions. No matter how long anyone has been in the industry, I firmly believe that everyone has the opportunity to learn from each other.
Jacqueline: Diversity is an extremely important value that guides my professional and personal life alike. Here at Arlo, we have established and Equity, Diversity, and Inclusivity Committee that I am very passionate about. I work with the team to find ways for all voices to be heard, and that team members feel a sense of inclusion regardless of their background.
Darren: For me, it starts with perspective. Coming from a different country and background, I understand what it feels like to be the outsider in the room, so I make it a point to ensure different voices are heard, whether within my team or across departments. When I was coming up in my career, I rarely saw people who looked like me in senior technology roles, let alone in hospitality. That taught me that visibility matters. I show up fully, I speak directly, and I make sure my team knows that their backgrounds are not liabilities, they are assets. Diversity is not just about representation. It is about making sure people feel comfortable contributing and being themselves. That is where the real value comes from, and I genuinely believe the best ideas come from teams that don’t all think the same way.
Tatiana: Hospitality is ultimately the business of humans so it should reflect a range of backgrounds and experiences. For me, that shows up in how I work day-to-day and making sure I’m not defaulting to one point of view and that different perspectives are considered. It’s important to me that anything we convey and communicate from a marketing and advertising perspective feels inclusive and approachable.
How do you, in your role, make sure that every guest, from any background or walk of life, is welcome at an Arlo Hotel?
Jimmy: As president, my job is to develop, promote and hire the leaders who truly understand that at the core of our business is the responsibility to serve everyone, from all walks of life equally and without any prejudice. We are committed to developing programs and operations that cater to the diverse needs of all travelers and not towards to select groups.
Jacqueline: One of Arlo’s pillars is approachability, and we take great pride in making sure every guest that experiences us feels embraced and welcome. I see the nature of my role to be one of the front lines of diversity and inclusion even before a guest makes their way to our doors. And this is a role I take very seriously. From photography, to videography, to design and illustrations, I try to be very intentional with every choice I make. Being deliberate and thoughtful with agencies or partners I work with is also vital. Representation matters, and I always want to make sure our doors are open to everyone.
Darren: Technology plays a bigger role in inclusion than people realize. We focus on creating frictionless, intuitive experiences so that no matter where a guest is from, the process feels natural and easy. We have equipped our front desk with translation radios, and our digital communication channels also support real-time translation. Multilingual interfaces, seamless payments, accessible room controls, these are not just conveniences. They are signals that this space was designed with every guest in mind. Feeling welcome often comes down to how easy and comfortable the experience is, and that is exactly what technology enables.
Tatiana: To me, it comes down to approachability and accessibility. A lot of that starts with communication. I’m mindful of the language we use so it feels clear, welcoming, and not exclusive. We also think about accessibility more broadly, including offering content in different languages so we’re reaching a wider audience. Representation matters too. In our marketing, we try to show a range of people across different backgrounds and age groups so more guests can see themselves in the brand. I also focus on the digital experience, making sure the website and booking process are simple and easy to navigate. If it’s intuitive and frictionless, guests are more likely to feel comfortable choosing us from the start.
Are there any ways that you draw on your background or culture at Arlo or as you work generally?
Jimmy: My mom taught me the value of a strong work ethic at an early age. She led by example, working multiple jobs, overcoming a language barrier and other challenges to support the family. She rarely lectured us; her actions spoke for themselves. She instilled in us that hard work and continuous self-leadership were the keys to the future. I feel these traits and resilience are shared values among many Asian families. I have carried this ethos to my career and how I wish to guide my team.
Jacqueline: Yes, but not specifically just from my AAPI background. I am instead always drawing inspiration from family’s immigrant background and their courage and tenacity when starting fresh in a new country. My mom worked hard yet still found the time to help us with schoolwork, projects, and tests. My grandparents, despite their age, kept our household fed and cleaned and they made sure we always got to school on time. I learned the meaning of hard work and perseverance from all of them. When I step into the workplace every day, I make sure that I am not letting them down.
Darren: Absolutely. Growing up in Sri Lanka, you are exposed to a mix of cultures, perspectives, and ways of thinking and that has shaped how I approach both leadership and problem-solving. There is also a strong sense of humility and respect in our culture, which I try to bring into how I work with teams and partners. It is about listening first, understanding, and then acting. In technology, we often celebrate speed and disruption, but the most durable systems are built carefully, with trust.
Tatiana: Honestly, it’s not something I bring into the work in a very direct or intentional way day-to- day. If anything, it shows up more in my work ethic and how I approach things. I grew up in an immigrant family where my parents didn’t speak English, but forged their path here, learned a new language and culture, and built their life here from scratch. They gave their all to set a foundation for me, so I never take what I have for granted because I know what it took to get to where I am today.
What advice would you give to young people, particularly from Asian communities, who want to break into the hospitality industry?
Jimmy: My advice would apply to all ethnicity and any individual make-up equally, and that is that if you do not have the aptitude for teamwork, passion to serve others more than yourself, then I would highly suggest that you look for another industry. There are many entry points in the hospitality industry but they all involve knowing how to be truly guest-centric. One of the best ways to gain that experience in hospitality is to invest time working in the frontline, directly interacting with the guests.
Jacqueline: I don’t want to speak for the whole Asian diaspora…so in general, don’t be afraid to try new things when first breaking into the hospitality industry. And don’t be afraid to ask for opportunities either. The roles in hospitality are so varied and vast and the one you start with may not be the one you love and that’s okay. And of course, put a guest service first attitude in all that you do.
Darren: First, don’t feel like you need to have a perfect path. Most of us didn’t. Focus on work ethic, adaptability, and most importantly, communication. Don’t underestimate your perspective, coming from a different background is an advantage, not a limitation. And finally, be patient with the long game. I did not arrive in the industry with a VP title. I built, I learned, I failed, I rebuilt. That journey is not a disadvantage. It is the foundation everything else is built on.
Tatiana: This is advice is to anyone…but perhaps it would be something I’d tell my younger self: Don’t be silent. There’s often a tendency to just focus on working hard and not drawing attention to yourself, but it’s important to speak up and bring your perspective to the table. That’s how you grow, and it’s how you help shape the environment around you.
Looking at the hospitality industry overall, what improvements do you think can and should be made in terms of expanding diversity, equity, and inclusion?
Jimmy: I have been fortunate to work with forward-thinking leaders throughout my career. And while the hospitality world is often a leader in DEI and leadership representation compared to other sectors, I would welcome more women and underrepresented groups in executive roles within our industry and across all businesses at large.
Jacqueline: Having more robust DEI committees that practice what they preach and creating ERGs to support that. Having more diverse leadership and senior management.
Darren: I think the industry has made progress, but there is still work to be done, especially at the leadership level. We see diversity at the operational level, but not always in decision-making roles. That needs to change. Companies should focus on investing in developing talent, creating a clear path for growth, and making sure diverse voices are part of strategic decisions. Because at the end of the day, hospitality serves everyone and leadership should reflect that.
Tatiana: There needs to be a focus on bringing in diverse talent while also creating clear paths for growth and leadership.
At Arlo, our leadership team is diverse, including at the executive level, and across different functions. You’re seeing people in roles beyond the more traditional or stereotypical paths, which is a nice change of pace.
But across the industry more broadly, especially with larger legacy brands, there’s still a lot of opportunity. Leadership can still skew homogenous, so there’s more room to grow there.
