Stockyards Heritage Development

Hakan Kiziltoprak is a hospitality leader with extensive experience in restaurant, banquet and culinary operations. His expertise spans financial performance, guest satisfaction, operational efficiency and team development, with an emphasis on genuine hospitality and memorable guest experiences.

From Hospitality Roots to Leadership

I grew up in Turkey in a family business environment centered on restaurants, so hospitality has been a part of my life for a long time. Over the years, I have worked in city hotels, convention hotels and luxury properties.

I spent nine years at my first hotel, and when I left, I thought I had become an expert. But working with different companies, cultures and leaders taught me that I still had much to learn.

Today, I oversee food and beverage operations across Hotel Drover, Hyatt Place, Stockyards Hotel and around 10 retail venues in the Stockyards District. My focus is on developing strong teams and planning how we can elevate our products and services.

Personalizing the Guest Experience

A beautiful hotel, a shiny lobby and expensive furnishings can make a property look exceptional. But in luxury hospitality, the real question is whether we meet or exceed guests' expectations through service. When guests pay 1,500 dollars to 2,000 dollars for a room on weekends, their experience needs to meet those expectations. We need to make them feel at home, not like they are staying in a hotel.

Consistency matters because guests should receive reliable service every day. Personalization depends on our teams staying aware and engaged. If a team member hears a guest mention a favorite product, we might arrange a surprise in their room. Those gestures can make the experience more personal.

We cannot assume what worked at a hotel will work everywhere. I encourage my teams to be open to change and adapt to what each guest needs.

Preserving the Human Touch

In luxury hospitality, I see technology primarily as a way to help team members become more productive and create more time for personal service. We continually explore tools that fit our properties and make it easier for employees to do their jobs.

Online room service ordering may make the experience more convenient for some guests. However, I do not want to automate every interaction. Some guests prefer to speak with a team member and order from a menu. We need to preserve that choice and the human engagement that defines luxury hospitality.

Leading with Consistency and Humility

Food and beverage depends on large teams with different personalities, so leadership cannot be a one-person show. A mentor once told me to be myself, and I have carried that advice with me. My personality helped me get where I am, but as my responsibilities grow, I also need to remain humble and understanding.

Structure and accountability matter, but so do integrity and people skills. We work with people, not robots, and leaders need to understand that. I believe in leading by example and holding myself accountable.

I have learned from excellent leaders throughout my career, as well as from leaders whose actions showed me what not to do. I carry those lessons into my daily work and try to remain consistent in how I lead.

Turning Hotels into Local Destinations

I see hotels moving toward more intimate, boutique experiences, with residential-style spaces that feel welcoming. Guests are choosing destinations for the experiences around the hotel, not just for a room or meeting space.

Food and beverage is part of that shift. At 97 West, approximately 65 percent of our business comes from local customers rather than hotel guests. By creating a local vibe and welcoming the surrounding community, we can make the property relevant to people who live nearby as well as those visiting Fort Worth.