This past weekend, I attended a hospitality leadership conference in Ottawa. It was one of those rare weekends that felt productive and peaceful in equal measure—a day of insightful seminars, new professional connections, and, later, an evening spent sitting beside a quiet lake, watching ripples fade into the soft green shoreline.

That setting alone would have made the weekend worthwhile. But what made it truly memorable was an unexpected lakeside conversation with a Casino Manager who, as he put it, “just needed to vent about hospitality managers.”

He had spent twenty years climbing the ranks, beginning as a restaurant manager and eventually becoming the second-highest executive in a large casino—without any formal post-secondary education. He’d learned everything through experience. What he shared confirmed something I’ve said many times: if you want to advance as a hospitality manager or executive, your career capital is everything.

When I mentioned that I was with GeckoHospitality.ca—recognized on Forbes’ 2018 List of America’s Best Professional Recruiting Firms—he opened up even further, offering a candid look into what separates strong casino management candidates from the rest.

What a Casino Manager Really Earns

“How much can you make as a casino manager?” I asked. He smiled and said, “That depends on how much you make the company.”

He explained that a manager’s worth is measured two ways: by how much money they can generate, and by how much they can save. “Too many managers think they’re hired to push papers, make sure staff show up, or place food orders,” he said. “That’s not management—that’s maintenance.”

His definition was blunt but accurate: A manager’s job is to increase the profit margin. Period.

It doesn’t matter if you’re in the kitchen, the front of house, or the executive office—if you aren’t improving profitability, you’re not adding value. That’s why many casinos are raising their hiring standards. “Any college graduate can manage tasks,” he said. “What we need are leaders who manage outcomes.”

The Education Debate

He admitted something that’s becoming increasingly common in hospitality leadership: he rarely considers résumés without a Bachelor’s degree. It’s not that a degree guarantees talent, but formal education often brings an understanding of marketing, analytics, and organizational behavior—skills that translate directly to performance metrics.

“That doesn’t mean someone without a degree can’t be successful,” he clarified. “But they’d better be able to show, in black and white, how they make or save money. Otherwise, I’ll move on.”

When I asked if he’d trust a recruitment firm like Gecko Hospitality to send him qualified candidates, he nodded. “Yes—if the recruiter sends me someone who understands the numbers. I don’t need another résumé full of duties. I want a résumé that tells me how this person will help me keep the casino in the black. My job depends on that. When the profits slip, so does my position.”

Ego, Emotion, and the Modern Manager

When I asked how successful his casino had been at hiring the right managers, he leaned back, looked at the water, and sighed. “Not very.”

He said today’s management candidates are often too emotional and too focused on themselves. “They want the title, not the responsibility. They say the right things in the interview, but once hired, they crumble under feedback.”

He’s learned that many new managers see coaching as criticism. When he tries to guide them, their feelings get hurt. Some become defensive or toxic; others simply quit. Either way, the company loses money while he cleans up the aftermath.

The Bottom Line

That conversation, surrounded by the calm of the lake, was a reminder of what truly defines a professional manager: career capital.

It’s not about degrees, years of service, or how many teams you’ve led. It’s about measurable impact—proof that you can make a business better, stronger, and more profitable.

You can write reports that show ownership and boards the financial health of their operation. You can develop strategies that are actionable and reproducible. You’ve invested in your career—with your money, your time, and your effort. And you understand that teamwork is a management technique, not a catchphrase.

Those are the hallmarks of the modern hospitality leader—and the traits that turn a job interview into a career.