Few hotels can claim to be the place where a global brand was born, but the JW Marriott Washington, DC carries exactly that distinction. Opened in 1984 as the very first hotel to bear the JW Marriott name, it stands just blocks from where J.W. Marriott launched his empire with a nine-seat root beer stand in 1927, a property his son Bill named in his father’s honour. Built on the site of Shoomaker’s Saloon, birthplace of the Rickey cocktail and now Washington’s official drink, it is a hotel where the origins of one of hospitality’s great dynasties are woven into the walls.
We met with General Manager Matt to talk about what it means to be custodian of that founding legacy, how he brings the JW philosophy of wellness and mindfulness to life in a city as fast-paced as Washington, and why, for him, true luxury is never about the shine on the marble but the genuine warmth of the people delivering it. From a career spanning everything from a Residence Inn to The Ritz-Carlton, to his belief that great service transcends every brand, Matt shares the philosophy and humility behind one of Washington’s most storied addresses.
Matt, please tell us a little about yourself and how your career in hospitality began.
You know, I originally did not plan to have a career in hospitality. My degree was in marketing and international business, but I had always worked in the industry, mostly to help work my way through school. When I graduated and began talking with Marriott, they offered me a position. I thought it would be temporary, but here I am 35 years later.
I always loved working in this industry, especially in hotels. I loved all the different interactions with guests, the diversity of our associates, and the great conversations and moments that happen every day. It was an environment I genuinely enjoyed being part of.
Over the years, I worked in many different roles. I started in sales and moved through a variety of sales leadership positions before eventually moving into operations. My first general manager role was at a Residence Inn in Herndon, Virginia. At the time, I thought, This is it. General manager, as good as it gets, box checked. But life had other plans, and I continued to grow.
I also spent time at our headquarters in Bethesda, Maryland. While I learned a great deal and enjoyed the experience, I missed leading teams and developing people. That is what I love most about this business. So I made the decision to return to the hotel side, and I have been there ever since.
I like to say I have worked everywhere from a Residence Inn to a Ritz-Carlton, and that journey ultimately led me here to the JW Marriott Washington, DC.
You’ve held leadership roles across several Marriott brands, from Renaissance to The Ritz-Carlton. What has that breadth of experience taught you, and how does it influence your approach to leading the JW Marriott’s flagship Washington DC property?
I have had the benefit of working across many different Marriott brands. While I truly appreciate the importance of honoring each brand’s story and brand essence, one of the biggest things I have learned is that while standards may vary, great hospitality and great service do not. That transcends every brand.
No matter where you work, it really comes down to making sure guests feel acknowledged and cared for, and that our ladies and gentlemen feel empowered to take care of those guests in a meaningful way. It is about delivering on the brand’s promise through genuine service.
The Ritz-Carlton was an incredible experience. To me, it was service personified. Everything is about anticipatory service and driving toward the excellence for which The Ritz-Carlton is known. The Renaissance was equally impactful, with its strong focus on local culture and bringing a true sense of place to life. Being able to connect the hotel to its destination was fantastic.
I feel that all of those experiences really come together at JW Marriott Washington, DC. JW Marriott is about luxury, but it is also about wellness and mindfulness. Being able to take what I have learned across all those different brands and bring it to life here allows me to truly leverage that experience and apply it in a meaningful way at this hotel.
The JW Marriott Washington DC holds a unique place in hospitality history, not only as the very first hotel to carry the JW Marriott name, opened in 1984, but also as a property tied to the very origins of the Marriott story itself. J.W. Marriott started his empire blocks from here with a nine-seat root beer stand in 1927, and his son Bill named this hotel in his honour. What does it mean to be the custodian of that founding chapter, and how does that legacy inform the way you lead the property today?
What you described is very similar to what I share during orientation with our ladies and gentlemen. I always say, “Welcome to the JW Marriott,” and I emphasize the because it all started here.
When this hotel opened in 1984, it was never intended to become a global brand. This hotel began much as you described. It was a gift. I often say it was a gift to the city of Washington, DC, where our company began nearly 100 years ago, very close to this hotel’s location. It was also a gift from a son to his father for starting the company. That history is incredibly meaningful, and it does not sit lightly with me.
I understand that what this hotel represents today is far bigger. It is now part of a global brand and Marriott’s fastest-growing luxury brand. We have more than 130 JW Marriott hotels worldwide, along with the largest luxury development pipeline within Marriott. What began very humbly has grown into something truly powerful, and I take that responsibility very seriously.
At the same time, I believe legacy is not about being stuck in the past. You cannot simply focus on how things were done in 1984. Guest preferences have changed. Expectations have evolved. We have to adapt, and we have to continue to grow.
My approach is to honor the best of everything. That means respecting the legacy and humility, maintaining a strong focus on wellness, and keeping the people-first mindset that has always defined our company, while continuing to evolve and bring that spirit forward in a way that resonates today
The building itself sits on the site of Shoomaker’s Saloon, birthplace of the famous Rickey cocktail, now Washington, D.C.’s official drink. How do you weave that sense of local history and character into what is a modern luxury hotel brand?
One thing I will say is that we absolutely offer the Rickey today. The Rickey is available to guests, and you can even receive it in a commemorative glass to take home as a souvenir. Guests can choose between gin or whiskey, so there is a bit of personalization built into the experience. That is certainly one part of it.
But the bigger part is the story. People love to leave with stories, and I think the Rickey gives us a wonderful way to connect with our guests beyond just the cocktail itself. It opens the door to conversations about Washington, DC, about our brand, and about who we are.
To me, especially in service and in luxury, authenticity is everything. You cannot fake it. You have to be genuine. Having a story like the Rickey to build from allows us to be authentic in how we engage with our guests, and that authenticity is what ultimately makes the experience memorable.
The JW Marriott brand is built around the idea of allowing guests to feel whole, to rest, recharge and be present. How do you bring that philosophy to life in a city as driven and fast-paced as Washington DC?
We are very intentional about how we engage with our guests and about creating spaces within the hotel where they can feel calm and grounded. It is important to us that there are moments throughout the property that allow guests to pause, reset, and be present.
That shows up in small, mindful ways. It might be a serene space of the lobby designed for reflection, or a meaningful interaction with one of our ladies and gentlemen. Those moments, while subtle, can really help guests recharge.
One example of that philosophy in action is our afternoon welcome elixir. We adjust it seasonally and approach it mindfully. It is not about being sweet or indulgent, but about wellness. We focus on the wellness benefits of herbs, plants, and ingredients that are seasonal and often grown in our JW Garden in the lobby. Everything is intentional and rooted in mindfulness.
Ultimately, we try to create moments and thoughtful touchpoints throughout the experience where guests can pause and be in the present. Whether it is something as simple as the afternoon elixir or a genuine interaction, those small moments help guests feel more grounded and cared for, which is at the heart of what we are trying to achieve.
Washington attracts an extraordinary mix of guests, heads of state, lobbyists, tourists, academics, and journalists. How do you ensure the hotel feels equally at home to all of them?
We know that our guests come here for many different reasons. While we are a large, very busy luxury convention hotel, some guests may be here for a conference or a meeting. At the same time, we also welcome travelers who are exploring the city, as well as families who are here to celebrate meaningful milestones and special moments.
Because of that, our focus has to be on the individual and understanding each guest’s purpose for being here. When our ladies and gentlemen are empowered to have thoughtful, personal interactions, they can truly tailor the experience. That is how we ensure guests feel seen, cared for, and genuinely welcomed, rather than treated transactionally.
You serve on the board of Destination DC and clearly believe in the city as a product in itself. What do you think makes Washington, D.C. genuinely special as a destination, beyond the monuments and museums?
I am not originally from DC, but I live here, and I truly believe Washington, DC, is a world-class city. A lot of times, people think primarily about the monuments, the museums, the seat of power, and government, and that does not always sound immediately appealing.
But DC is about its people. DC is about its neighborhoods. DC is vibrant, dynamic, and full of energy, and I believe it stands on par with any global city. There is nothing more spectacular than Washington in the spring. It rivals Paris and so many other world-class destinations. The city has incredible dining, a thriving nightlife, and a cultural richness that often gets overlooked.
That vibrancy is something people do not always associate with DC at first glance, but it is very much part of the city’s identity. I am proud to live here, proud to call Washington, DC my home, and proud to serve as an ambassador for this city every day.
Before arriving at the JW, you led a major renovation and restaurant repositioning at The Ritz-Carlton Pentagon City. What did that experience teach you about the relationship between a hotel’s physical spaces and the guest experience?
I truly believe that a great dining experience within a hotel is incredibly important. To me, the goal has always been to create an exceptional restaurant that just happens to be located in a hotel, rather than something that simply feels like a hotel restaurant.
When we opened Santé at The Ritz-Carlton, Pentagon City, it really became a destination in its own right. I was proud that we not only took great care of our hotel guests, but that we also attracted people who lived and worked in the surrounding community. Creating a place where locals and travelers alike genuinely wanted to dine was something very special to me.
That same philosophy is what guides how we think about dining today. This year marks the beginning of a bold transformation for JW Marriott Washington, DC’s restaurants and bars, with exciting changes ahead that will usher in a new chapter for the dining experience here. It is about building places that feel relevant, engaging, and worth seeking out, whether you are staying with us or simply stopping in because it feels like the right place to be.
Is there a type of guest or occasion that you find particularly rewarding to host, and are there moments from your time at the JW that have stayed with you?
Over the years, I have had the chance to welcome Bill Marriott to a number of our hotels during the holidays. More recently, during my time at JW Marriott Washington, DC, I have been really proud to see David Marriott continue that tradition.
What makes those visits so meaningful is the connection with our ladies and gentlemen. We have people who have been part of this hotel since it first opened, and you can genuinely feel the pride they have in those moments.
Those experiences are a great reminder of what this company has always been about. It has always been about people and relationships. Seeing the Marriott family continue to honor that history and take the time to engage so personally with our associates means a lot to our team, and it means a lot to me as a leader. It really reinforces why this hotel, and the JW Marriott brand, are so special.
Luxury hospitality is evolving rapidly; guests expect personalisation, seamlessness, and authenticity all at once. How does the JW Washington DC adapt to the ever-evolving guest expectations?
At the end of the day, it really comes down to listening. And that feedback does not just come from our guests, but from our ladies and gentlemen as well. They are on the front lines every day, engaging directly with our guests, and their insights are incredibly valuable.
I believe technology should be used as a tool to make things easier and more intuitive, to remove barriers and support better decision-making. But it can never replace human connection. Those tools should exist to enable our people, not overshadow the personal interactions that define great hospitality.
For us, technology has to support authentic experiences. It should help our associates connect more meaningfully with guests, while still leaving space for genuine, human moments. We are deeply connected to our city and our people, and that connection is at the heart of the experience we deliver. No matter how things evolve, maintaining that sense of humanity and authenticity will always matter most.
Luxury means different things to different people. What does it mean to you?
This is something I share during our associate orientation. Luxury is not just about the shine on the marble. It is not about how many forks are on the table or the thread count of the sheets. All of those details matter, but at the end of the day, luxury without human interaction and genuine warmth is hollow.
To me, true luxury comes down to a few essential things. You have to be consistent. You have to be authentic. You have to personalize the experience. And most importantly, you need ladies and gentlemen who genuinely care. You have to understand what the guest needs and be able to deliver on it seamlessly.
Technology can absolutely play a role, and intuition does too. But whatever tools you use, the experience has to feel genuine. It has to feel natural, not scripted or forced. When service is delivered with sincerity and purpose, that is when luxury truly comes to life.
And finally, what is your personal motto, if you have one?
You know, I truly feel very lucky to be where I am, and I never take that for granted. Because of that, humility is incredibly important to me. I am surrounded by ladies and gentlemen who are genuinely exceptional at what they do, and there are so many things they know far better than I ever will. I think recognizing that, and respecting it, makes you a better leader.
To me, staying grounded means taking good care of your people, listening to them, and trusting them to do what they do best. If you create an environment where associates feel supported and valued, everything else starts to fall into place.
And honestly, you have to have some fun along the way. This is a fun business. It is fast-paced, it is people-driven, and no two days are the same. If you stay humble, take care of your team, and enjoy the work, success tends to follow naturally.
