Pros
Pay and Benefits are good but not worth the Nightmare of working here.
Cons
I’ve been hesitant to write this, but I believe it's important to share an honest and detailed review of my experience. The hospitality industry is undeniably challenging, requiring a true passion for the work to succeed. To be clear, this feedback is not about the industry itself—I expected long hours, responsibilities beyond my job description, and difficult personalities. However, there were several company-specific issues that were both unexpected and, frankly, unacceptable. First, this management company oversees multiple brands and a diverse range of property types, including extended stay and limited-service hotels. The latter often include event spaces, restaurants, and other amenities. Any industry professional understands the significant operational and sales differences between these property types. Unfortunately, Sandpiper does not recognize this distinction. As a result, there is often a disconnect between the brand requirements and Sandpiper’s expectations. This disconnect frequently leads to situations where property-level managers are required to complete mandatory trainings and tasks that have already been fulfilled according to brand standards. This redundancy not only doubles the workload but also highlights the lack of understanding regarding the distinct requirements of different brands. Upper management, already stretched thin with 60-80 hour workweeks, is further burdened by an excessive number of mandatory meetings, few of which add value. These meetings seem to serve primarily as a means for upper management to micromanage every decision, rendering the property-level management team ineffective. This practice not only wastes time but also undermines the ability of property-level management to make decisions independently. Even more concerning is the lack of timely response from the corporate team, who are required to approve every decision. Delays in their responses—if they respond at all—compound the issue, yet property-level management is still held accountable for meeting deadlines on assignments that often seem unnecessary. Additionally, it was troubling to witness some members of upper management (company VPs) from the corporate team making highly inappropriate and disrespectful comments about colleagues in group settings, sometimes even in front of the individuals concerned. This behavior felt reminiscent of middle-school gossip and bullying. While I was fortunate not to be the target of these comments, there was an implicit expectation that I would participate, which I found unacceptable. Returning to the issue of being overburdened with unnecessary work assignments and meetings, it is evident that the corporate management team is so far removed from their experience at the property level that they fail to grasp the impact of their demands. The expectations placed on property-level managers are often unattainable without sacrificing mental health and personal life entirely. In every instance where employees provided feedback and requested changes, they were met with a dismissive “this is just how we do things” attitude. The most disappointing aspect is the corporate team's apparent unwillingness to improve or accept constructive feedback. Instead of taking responsibility, they shift blame onto property-level management, even in front of ownership. This lack of accountability is deeply concerning, especially when critical tasks like paying bills on time and retaining and booking new business are neglected. The management turnover rate at this company far exceeds industry standards, highlighting a critical area for company improvement. Rather than viewing this as an opportunity for the Corporate team to learn and grow, they have instead opted to withhold portions of earned quarterly bonuses until the end of the year. This approach appears to be an attempt to incentivize employees to stay longer than they might otherwise choose, rather than addressing the underlying issues that contribute to the high turnover. Certainly! Here’s a more professional version of that statement: While most of the corporate management team is very pleasant to work with, there appears to be a disconnect in their understanding of the property-level team’s workload. This observation is based on comments such as “XXXX property teams are just lazy” or “they just need to figure it out,” which do not reflect the reality of our situation. Property teams often start their day with emails and calls as early as 6 AM and often continue working until midnight. This significant workload should be recognized and addressed to foster a more supportive and realistic approach. Overall, my experience with this company was extremely disappointing.
