Interview with Miltón León
General Manager – Courtyard by Marriott Bogotá Airport
Embedded Files
Miltón León
General Manager – Courtyard by Marriott Bogotá Airport
Miltón León is a hospitality executive with more than 18 years of experience in the industry. Over the past five years, he has led hotel asset transformation and development processes across both international chains and independent brands. His career is marked by a comprehensive business perspective that brings together operational excellence, financial acumen, and strategic leadership—directly impacting performance results, brand positioning, and the guest experience.
Throughout his career, he has been involved in pre-opening projects and general management roles, taking on cross-functional responsibilities that have enabled him to understand and manage hotels as integrated business units—aligning operations, commercial strategy, and organizational culture to achieve sustainable performance.
He holds a Bachelor’s degree in Business Administration from Universidad Autónoma de Colombia, a specialization in Strategic Management from Universidad de La Sabana, and a certification in International Trade Management. This academic background supports his ability to make strategic decisions, manage stakeholders effectively, and execute with a strong results-driven approach.
He currently serves as General Manager of the Courtyard by Marriott Bogotá Airport, operated by OxoHotel Hospitality Management Group, where he leads the hotel’s consolidation as a strategic asset within its environment—focused on operational efficiency, strengthening commercial positioning, and consistently delivering Marriott standards, creating value for both guests and owners.
Lic. León, two years after taking on the General Manager role at Courtyard by Marriott Bogotá Airport, how would you describe the hotel’s evolution and market positioning today?
Today, the hotel is in a phase of solid consolidation. Over these two years, we have strengthened operations, stabilized key processes, and, above all, built a positioning grounded in reliability, consistency, and efficiency.
Courtyard by Marriott Bogotá Airport has established itself as a preferred option for corporate and airport travelers who value agility, predictable service, and a seamless, frictionless experience. The focus has been clear: operate well every day and build sustained trust in the market.
Which decisions have been key to achieving that positioning during your management?
The most important decision has been to prioritize operational discipline and a strategic approach over short-term fixes. This meant putting processes in order, strengthening the team, and making commercial decisions aligned with the asset’s long-term value—not driven solely by volume.
We have also been very deliberate in how we build commercial relationships: well-designed partnerships, coherent pricing, and a clear value proposition that protects both the hotel’s average rate and its reputation.
How have you managed the balance between operational efficiency, the guest experience, and the hotel’s performance over these two years?
Balance is achieved when processes are clear and the team understands the purpose behind every decision. We have focused on optimizing costs, improving productivity, and standardizing operations—without losing our closeness to the guest.
The guest experience is not built through excess, but through consistency. When guests reliably receive exactly what they expect (and a little more), results are sustained over time.
How has the hotel engaged with its surrounding environment, and what role does it play within the city’s dynamics?
From the outset, we understood that an airport hotel cannot operate in isolation. We have worked consistently with local stakeholders, strategic partners, and organizations that are part of the local ecosystem—always with a collaborative mindset.
Our contribution has been discreet but steady: facilitating coordination, supporting specific initiatives, and contributing to the order and development of the immediate area. We believe that when a hotel integrates responsibly into its context, the impact is positive both for the operation and for the city.
What types of partnerships are you currently prioritizing to further strengthen the hotel’s performance?
We prioritize partnerships built on value and sustainability—not on discounts. We seek long-term relationships with companies, airlines, and strategic partners where the hotel is seen as a reliable partner, capable of delivering consistently.
This approach has allowed us to protect our average rate, strengthen occupancy, and consolidate relationships that bring stability to the business.
What role has the team played in the progress achieved over these two years?
The team has been the foundation of everything. Over these two years, we have focused on building a culture based on clarity, closeness, and accountability. When people know what is expected of them and have present, engaged leadership, results follow.
My focus has been on developing leaders within the operation, empowering middle management, and maintaining direct communication. Culture isn’t imposed—it’s built day by day.
In an industry with high turnover, how do you approach talent retention and development?
Stability starts with consistent leadership. We have worked to build trust, offer development opportunities, and maintain open, direct communication.
That doesn’t eliminate the industry’s challenges, but it does help us build stronger, more committed teams.
What role do innovation and technology play at this stage of the hotel’s development?
Technology is a strategic enabler. We use it to optimize processes, improve decision-making, and free up the team’s time so they can focus on service.
Rather than implementing tools because they are trending, we concentrate on practical solutions that generate real efficiency and enhance the guest experience.
How does the hotel prepare to respond to the dynamics and demands of the airport environment?
Managing within an airport environment requires a high level of coordination and clarity in decision-making. It is essential to understand that operations cannot rely on improvisation.
We have worked on anticipating scenarios, aligning the team around clear processes, and maintaining constant communication with stakeholders in the surrounding environment. This allows us to respond with agility, keep operations stable, and deliver on what matters most: being reliable for the guest, even in high-pressure contexts.
Looking ahead, what is your vision for Courtyard by Marriott Bogotá Airport?
The vision is to continue consolidating the hotel as a benchmark within the corporate and airport segment, always understanding that this growth takes place in conjunction with its surrounding environment.
We are focused on strengthening partnerships with different stakeholders who contribute to the city’s development and positioning, with the goal of making the hotel a reliable point of connection for those arriving in Bogotá for business or leisure. The idea is to contribute from our role in a responsible and sustained way, ensuring that the hotel’s growth remains aligned with the city’s growth and projection.
At this stage of consolidation, what message would you like to share with those who interact with the hotel—guests, partners, and team members—about the vision you are building?
The message is one of trust and consistency. We are building a solid operation with a clear focus on service, teamwork, and long-term relationships.
We want everyone who interacts with the hotel to feel they are working with a serious, approachable, and committed team, and for Courtyard by Marriott Bogotá Airport to be recognized not only for its location, but for the way it does things every single day.
We would like to thank Milton León for sharing such a clear, professional, and strategic perspective on hotel management. His leadership, experience, and consistency in decision-making reflect the commitment that has helped consolidate Courtyard by Marriott Bogotá Airport as a benchmark of quality and reliability in the city.
It is precisely this strong execution—grounded in operational discipline, service culture, and a focus on excellence—that positions the hotel among Bogotá’s top options and confirms that behind every outstanding property there is always solid, professional leadership.
The authors are responsible for the choice and presentation of the facts contained in this document and for the opinions expressed therein, which are not necessarily those of Tourism and Society Think Tank and do not commit the Organization, and should not be attributed to TSTT or its members.
This site uses cookies from Google to deliver its services and to analyze traffic. Information about your use of this site is shared with Google. By using this site, you agree to its use of cookies.
Report abuse