In hospitality, change is the only constant. Guests arrive with expectations shaped by their last seamless experience, whether at a five-star resort, in an Uber ride, or through a mobile app. The best brands don’t just react to these shifts; they evolve ahead of them. Few understand this better than Frid Edmond, Senior Vice President of Global Customer Engagement Centers (CEC) at Marriott International.
A keynote speaker at Customer Response Summit (CRS) last week in Clearwater Beach, Florida, Edmond took the stage to discuss change, not just in shifting consumer behaviors or advancing technologies, but the kind that redefines an entire industry.
A Childhood Rooted in Change
“I want to start by telling you a little bit more about myself,” she began.
Edmond’s journey in hospitality started beside her grandmother, making hotel beds. The repetition, the attention to detail, the care taken with every tucked-in corner—these weren’t just tasks; they were lessons in pride, service, and resilience.
Change wasn’t just a professional necessity for Edmond; it has always been a way of life. She’s lived in 10 different cities in 30 years, moving between Hilton and Marriott, adapting, evolving, and learning along the way. It was never just about climbing the corporate ladder; it was about deeply understanding the guest experience, leading with empathy, and building something bigger than herself.
As she stood on that stage, she didn’t just speak about transformation. She embodied it.
A Career Built on Evolving
Edmond’s career began at the Boston Quincy Marriott Hotel, where she first learned the nuances of on-property operations. From there, she rose through the ranks, taking on corporate roles that gave her a panoramic view of hospitality, from the frontlines to the executive suite.
One of her defining moments? Leading the historic merger of SPG® and Marriott Rewards® into Marriott Bonvoy®, a transformation that impacted 6,900 hotels and millions of loyalty members worldwide. This wasn’t just a branding exercise. It was a massive operational and emotional shift for travelers who had built their routines, rewards, and brand trust around these programs.
The challenge was enormous, but Edmond saw it as an opportunity to reimagine what loyalty could mean. The results spoke for themselves: a seven percent increase in Elite Appreciation for top-tier guests, proving that intentional change, when done right, fosters deeper guest loyalty.
Then came the introduction of a $235M Property Management System, a transformation designed to streamline operations without sacrificing personalization. Because, as she emphasized, innovation in hospitality isn’t about replacing the human touch. It’s about enhancing it.
Leading Transformation at Marriott International
Many companies wait until an economic downturn forces their hand. Marriott doesn’t believe in waiting. Under Edmond’s leadership, Marriott’s CEC has undergone a strategic realignment, ensuring the company isn’t just reacting to change but anticipating it.
Hospitality is evolving at breakneck speed. The industry is larger, more complex, and more technology-driven than ever before. But Edmond’s philosophy is clear: The best time to reimagine the future isn’t when you’re forced to; it’s when you have the strength and stability to do so on your own terms.
The Power of Human Connection
At its core, travel is deeply personal. A weary business traveler stepping off a red-eye flight, a honeymooning couple arriving at a beachside resort, a solo adventurer checking into a boutique hotel—each guest carries a story. The question is: how does your brand become a meaningful part of it?
For Edmond, the answer lies in the power of human connection, a principle woven into Marriott’s DNA. Technology is a tool, but it’s not the solution.
It’s the warmth of a front desk associate who notices a guest’s exhaustion and offers a complimentary late checkout. It’s the housekeeping team that arranges a child’s stuffed animal just so, making a hotel room feel like home. “Being human is the ultimate competitive advantage,” she said.
This resonated deeply. In an industry often focused on efficiency, cost-cutting, and automation, Edmond reminded us that true hospitality isn’t transactional; it’s emotional.
Lessons in Leadership & Change
Edmond has learned that change isn’t something to fear; it’s something to embrace. She has led through economic downturns, the rise of digital-first travelers, and an industry-wide shift toward sustainability. “Never find yourself standing still; if you stand still, you die. Keep moving,” she explained.
She also reminded attendees of something simple yet powerful: never underestimate the power of asking for help because sometimes, that one ask can change the trajectory of your career.
It’s easy to get lost in the mechanics of hospitality, like room rates, occupancy numbers, and service recovery metrics, but Edmond brought the conversation back to what truly matters: people. As leaders in the customer experience space, our challenge is clear: We must be architects of change and relentless in our pursuit of human-centered innovation.
Because in hospitality, the best experiences aren’t just designed. They’re felt. And that’s exactly what Edmond left us with: a feeling that the future of hospitality isn’t just about where guests sleep, dine, or relax. It’s about how we make them feel.
A special thank you to Frid Edmond and the entire Marriott International team for sharing their insights and leadership with us at Customer Response Summit. Your dedication to innovation, service, and human connection continues to set the standard for the hospitality and CX industry. We appreciate your time, expertise, and the inspiration you brought to the stage!
