Lee Belfield

Lee Belfield is a seasoned hospitality professional with extensive leadership experience across hotel operations, education and program development. Known for managing major hotels across the U.S. and building innovative hospitality training initiatives, he brings a global perspective shaped by diverse roles, driving excellence in service, management and industry-focused learning environments.

From Broad Experience to Measurable Contribution

Over the years, I have worked in hotels across cities, including Seattle, Tampa, Los Angeles, Long Island, Chicago, Dallas, Houston, Tucson, Daytona Beach and Baltimore. That breadth of experience gives me a perspective others simply cannot gain if they have only worked in one or two hotels.

A personal turning point led me from Baltimore to Cedar Rapids, where I joined Kirkwood Community College and helped create a Hotel Management Program. This eventually led to the development of a teaching hotel on campus, which is a unique achievement in a two-year college setting.

I remained there through the hotel’s opening in 2010 and until my early retirement in 2017, which lasted only briefly before I took on my current role in Muscatine.

Building a Premium Experience Beyond Major Hubs

Muscatine, a town of about 24,000 people, is a tertiary market. It is not typically a drive-through destination. People usually come with a purpose, which makes every guest interaction even more important. We treat every guest as a person first. That consistency defines our experience.

The town is also home to Fortune 500 companies that drive much of our property’s demand. While we prioritize these key customers, including ownership stakeholders, we deliver consistent, professional hospitality to all.

We do recognize VIPs and Marriott Bonvoy members with personalized touches, but what matters most is a genuine, faceto-face connection. The idea of “micro-encounters” guides us to stay present in every moment.

Beyond our core base, we create reasons to visit, offering events and experiences that showcase Muscatine’s charm and enhance its appeal as a destination. Many guests discover it is a charming river town with more to offer than they expected. We play an active role in shaping that experience. We host events and experiences to enhance the destination, from astrotourism programming with local experts to themed events like murder mystery dinners and dueling piano nights.

Whether they are a regular or first-time visitor, each guest receives the same care and attention. Our focus is simple: meet every guest’s needs, every time.

In 2024, we were named Hotel of the Year among Marriott franchise full-service hotels in the U.S. and Canada and ranked highly for intent to recommend within the Tribute Portfolio hotels in North America.

“Hospitality is a people business. Despite growing attention on artificial intelligence, success still comes down to making guests feel welcome, valued and comfortable.”

What It Takes to Deliver Consistency Every Day

Our strength lies across all departments. While the hotel benefits from its location by the Mississippi River, a standout feature is our restaurant, Maxwell’s On The River, led by chef Tessa Cardoza, whose talent and leadership set her apart.

The restaurant attracts both hotel guests and local patrons, while our banquet operations are another major strength that generates significant business through catering and events. The front desk remains the hub of activity, delivering what we call “professional hospitality.”

I developed a three-and-a-half-hour training session on this same concept for new employees. It plays a meaningful role in the high guest satisfaction scores and recommendation ratings that we consistently achieve.

Turning Leadership into Everyday Guest Experience

Most challenges in hospitality come down to a lack of proper communication. We prioritize clear, consistent communication across all channels and reinforce it through daily stand-ups.

Equally important is visibility. As the person responsible for the hotel, my first job is to be present, especially for our team. They are the people I serve, and through them, we serve our guests. While I value opportunities to interact directly with guests, the reality is that the hotel is represented by individuals at the front desk or in the dish room. Their work defines the guest experience at least as much as anything else.

We have about 100 employees, and every one of them plays a critical role. That is why I walk through the hotel a couple of times each day and stay engaged in regular staff and banquet event order meetings.

Just as importantly, I take the time to know people as individuals. Those small, genuine interactions with staff matter, as they build connection and trust.

Many of our team members are new to this level of hospitality, so we also focus on helping them understand the guest experience firsthand. Each employee is offered one complimentary stay per year along with a dining credit, allowing them to experience the service they help deliver.

Ultimately, success comes from clear expectations, consistency and leading by example. When people understand what is expected and feel valued as individuals, they are far more likely to deliver the level of service our guests deserve.

Turning Today’s Strengths into Tomorrow’s Success

The Merrill Hotel remains in excellent condition eight years after opening. Maintaining that standard is a priority through continued investment in engineering and upkeep. We stay focused on both the guest experience and the physical environment, knowing that attention to detail matters.

We are well-positioned to attract small- to medium-sized associations while continuing to serve our anchor clients who are headquartered right here in Muscatine. Growth depends on creating more reasons for associations and leisure guests to visit Muscatine by working with local organizations like the Chamber of Commerce to strengthen our town’s appeal.

Our approach is clear. We take great care of our existing business, actively promote what Muscatine has to offer and focus on the segments with the greatest potential.

The Edge That Keeps Hotels Competitive

In my experience across multiple cities and properties, the difference that a hospitality business can make lies in consistently executing the fundamentals well.

I recently read an article about the importance of getting the basics right over relying on bells and whistles, a theme that also came up during a high school career session I attended. A student there asked for one piece of advice for success in hospitality. I told her to gain broad experience across different roles and locations, both as a guest and an employee. Without that exposure, they are rarely in a position to fully understand or determine the most effective way to manage our industry.

I remain convinced hospitality is a people business. Despite growing attention on artificial intelligence, success still comes down to making guests feel welcome, valued and comfortable. I was fortunate to be mentored by the renowned hotelier Eric Danziger, who reinforced the importance of valuing people. That lesson has stayed with me throughout my career.