After a 40-year career in hospitality — including over two decades leading full-service brands at Hilton — Gary Steffen (he/him), SVP and Global Category Head of Full Service Brands, is preparing to retire. As he gets ready to embark on his next chapter, we spoke with Gary about his career, his perspective on the evolution of inclusion in hospitality, his essential advice for future industry leaders, and what’s next on his itinerary.
Hilton has been a proud IGLTA Global Partner since 2010.
1. Looking back on your career at Hilton, what are you most proud of?
Gary: What I'm most proud of isn't tied to a single brand launch, role, or title. It's the opportunity I've had to help shape experiences for both our guests and our team members while working alongside some incredibly talented people. Over the last 20+ years at Hilton and more than four decades in hospitality, I've been fortunate to contribute to the growth and evolution of some remarkable brands, from launching Canopy Hotels to supporting the growth of Curio Collection by Hilton and advancing our Full Service hotel brands. But beyond the business accomplishments, I'm most proud of helping foster a culture where people feel they belong, can bring their authentic selves to work and know they are valued. Being a part of the No. 1 World’s Best Workplace has been very rewarding as has watching people I've worked with grow and become leaders themselves. If I've made a positive impact on people and helped leave the industry a little better than I found it, that's what means the most to me.
2. Throughout your time at Hilton, you've witnessed significant changes in the hospitality industry. How have you seen the industry's approach to inclusion evolve, particularly in creating welcoming experiences for LGBTQ+ travelers and team members?
Gary: Earlier in my career, conversations around inclusion often happened quietly, and many people didn't always feel comfortable bringing their full selves to work. Over time, I've seen hospitality recognize that creating truly welcoming experiences starts with creating environments where both team members and guests feel seen, respected, and valued.
What has encouraged me most is seeing organizations move beyond statements and into action. At Hilton, inclusion has become part of who we are and how we operate. Whether through our Team Member Resource Groups, our support of LGBTQ+ travelers and communities, or the policies and programs we've put in place. We've worked to create spaces where people can thrive.
There is always more work to do, but I believe our industry has made meaningful progress by recognizing that inclusion isn't just good business, it's the right thing to do.
3. Hilton has been a longtime supporter of IGLTA. What has that partnership meant to you personally, and why has it been important for Hilton to support LGBTQ+ travel?
Gary: The partnership with IGLTA has been incredibly meaningful because it reflects a shared belief that travel should be welcoming and accessible for everyone. Travel has the power to broaden perspectives, create connections. and bring people together.
Personally, I've appreciated the opportunity to work alongside organizations like IGLTA that advocate for LGBTQ+ travelers while helping raise awareness of the importance of inclusion throughout our industry. Hilton's support has always been rooted in our values. We want all guests to know they are welcome, respected, and celebrated. Our partnership with IGLTA has helped reinforce that commitment and demonstrate it in meaningful ways around the world.
4. Is there a particular initiative, milestone, or memory during your career that stands out as especially meaningful to you?
Gary: One moment that stands out is Hilton's involvement in WorldPride 2025 in Washington, DC. At a time when many organizations were evaluating how they would show up, Hilton remained committed to supporting the event and the LGBTQ+ community. To me, that was powerful because it wasn't simply about sponsorship. It was a visible demonstration of our culture and values.
I remember feeling proud to see Hilton stand behind its commitment to providing a culture for all, not just for our guests, but also for our team members and the communities we serve. It sent a clear message that we are here for all. Moments like that remind you that organizations can have a meaningful impact when they lead with authenticity and purpose.
5. As someone who has helped shape Hilton's culture over the years, what advice would you give to the next generation of hospitality leaders who want to create a more inclusive industry?
Gary: My advice is simple: lead with authenticity, empathy, and curiosity. Hospitality is a business of people serving people, so leadership begins with relationships. Take the time to understand what motivates people, what challenges they face, and what success looks like for them. Listen, seek out different perspectives, and create environments where everyone feels comfortable contributing. Inclusion isn't built through one initiative or one conversation. It's built every day through the decisions leaders make and the culture they create.
I've also tried to keep my personal priorities clear: health first, then family, friends, and work. Take care of yourself first, then your family; you'll figure it out when it comes to work. That perspective helps you relate to people as humans first and lead with respect. I would also encourage future leaders to show up as their authentic selves. Some of the most meaningful relationships I've built throughout my career came from being genuine and creating space for others to do the same. When people feel they belong, they perform at their best, and that's good for individuals, teams and businesses alike.
6. As you prepare for retirement, what legacy do you hope to leave behind, and what are your hopes for the future of hospitality?
Gary: I hope people see my career as one that was guided by service, inclusion and a genuine belief in the power of hospitality to make lives better. If I've helped mentor future leaders, strengthened our culture, supported meaningful growth and encouraged others to be themselves, I'll consider that a success.
As for the future, I'm optimistic. Hospitality has always been about bringing people together, and I believe that mission is more important than ever. My hope is that the industry continues to focus on creating meaningful experiences while remaining committed to inclusion, diversity and belonging. When we welcome people from all backgrounds and perspectives, we create stronger businesses and better communities.
Personally, retirement isn't about slowing down. It's about embracing a new chapter with gratitude and being intentional about my time. I've lived a blessed life, and I'm excited to make the most of this next chapter by focusing on what matters most: my health, family and friends, giving back and pursuing the passions that bring me joy. I'm especially looking forward to spending more time with my large extended family and creating new memories together, including a retirement celebration trip to Costa Rica with 25 friends and family. I also plan to explore new destinations like Tanzania, Brazil and Argentina, continue supporting causes that are important to me through charitable work and experience more of the world through OUT Adventures and other LGBTQ+ travel communities.
7. When people look back on your career, what do you hope they'll remember most about you?
Gary: I hope they'll remember me as someone who genuinely cared about people. Hospitality is ultimately a people business, and the relationships I've built over the years have been the most rewarding part of my journey.
I'd like to think people will remember that I led with integrity, supported others, helped create opportunities and worked to make our industry more welcoming for everyone. I've always believed in paying it forward and leaving the world a little better than I found it. If that's part of what people remember, then I'll feel incredibly fortunate and grateful.
