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House Director

The Alpine House

Job Details

Job Location

Based out of the Alpine House, Jackson, WY

Arbus Hospitality Portfolio, travel required

Position Summary

The House Director is the on-property leader and brand steward for the relaunched Alpine House in Jackson, Wyoming. This role exists for one primary reason: to ensure that every guest leaves Alpine House feeling personally known, cared for, and eager to return. This role is the leader of a highly curated, intimate property designed to feel like a modern ‘home’ environment—where guests are encouraged (but not pushed) to mingle and connect through signature daily activation points (e.g., elevated breakfast, wellness moments, salon-style gatherings, and an afternoon “wine-down” social hour).

The House Director has full authority to make real-time guest experience decisions—financial, operational, and service recovery—without delay. The House Director is accountable for guest experience excellence, financial performance (P&L ownership), team leadership, and local marketing/promotions. This leader must be equal parts operator and host: highly visible, socially confident, detail-obsessed, commercially minded, and capable of building a culture of warm, anticipatory service.

Reporting Relationship

• Reports to: Ownership / Regional Operations Leadership (Arbus Hospitality)
• Direct Reports: ‘House Hosts’ – combination of Front Office Leads / Breakfast Attendants / Guest Experience/Concierge. 
• Leads and coordinates a small, senior on-property leadership group spanning housekeeping, culinary/breakfast, facilities, and guest experience.

Core Objectives

1. Deliver a standout guest experience consistent with an upper-scale luxury independent positioning.
2. Build a team culture defined by hospitality, polish, warmth, and accountability.
3. Own and optimize property financial performance (budgeting, forecasting, labor management, profitability).
4. Ensure that programming should feel optional, intimate, and organic, never scheduled for its own sake. Silence, privacy, and restraint are considered amenities.
5. Drive local demand and community relevance through marketing, partnerships, and programming.
6. Create and execute signature “house” activations that increase guest satisfaction, ancillary spend and repeat visitation.

Key Responsibilities

1) Guest Experience & “House Host” Leadership

• This is a floor-led role, not just a back-office role. The House Director is expected to spend the majority of their time in guest-facing spaces.
• Serve as the visible, engaging “face of the house,” regularly present during peak touchpoints (breakfast, arrivals, afternoon wine-down, key gatherings).
• Build rapport with guests through warm, natural conversation; proactively identify preferences and personalize experiences.
• Set the service standard for the property—tone, language, presentation, and recovery—training the team in consistent guest-facing communication.
• Own guest feedback channels (in-person, online reviews, post-stay surveys) and implement continuous improvements.
• Lead service recovery with speed, empathy, and authority; turn issues into loyalty moments.

2) Operations Management (End-to-End)

• Oversee day-to-day operations across front office, housekeeping, breakfast/food service (as applicable), wellness/activities, and facilities.
• Ensure consistent execution of brand standards, SOPs, and safety protocols.
• Manage scheduling and staffing plans aligned to occupancy patterns and service expectations.
• Maintain a seamless arrival/departure experience (pre-arrival outreach, curated welcome, effortless check-in/out).
• Manage vendor relationships and service providers; ensure quality, responsiveness, and cost control.
• Maintain compliance with local/state regulations, health & safety standards, and HR policies.

3) Financial Performance & P&L Ownership

• Own the property P&L: revenue performance, cost control, labor productivity, and flow-through.
• Prepare annual budgets and rolling forecasts; analyze variances and create corrective action plans.
• Manage labor to service standards—optimize productivity while protecting guest experience.
• Partner with revenue management and ownership to support pricing strategy, packages, and stay patterns.
• Track and report key performance indicators (KPIs), including:
  • ADR, occupancy, RevPAR
  • GOP, labor % of revenue
  • Guest satisfaction / NPS
  • Review scores and response times
  • Upsell/ancillary revenue and conversion
  • Repeat guest and referral rates

4) Aesthetic & Experiential Stewardship

5) Sales, Marketing, Promotions & Partnerships

• Create and execute a quarterly promotional and programming calendar aligned to seasonality in Jackson. To be executed with the ‘Connector and Curator’ for the Jackson Campus.
• Build local partnerships (guides, outfitters, wellness practitioners, restaurants, galleries, community organizations) that strengthen the “in-the-know” Alpine House positioning.
• Collaborate with corporate/ownership marketing resources on:
  • Social content themes and storytelling
  • Local influencer/PR hosting
  • Seasonal packages and experience bundles
  • Community events and co-marketing initiatives
• Ensure property presence is accurate and compelling across channels (website content inputs, OTAs, Google, email promotions, local listings).
• Actively cultivate repeat business through relationship-building, personalized follow-ups, and referral generation.

6) Programming & Community “House” Activations

• Curate signature moments that drive connection and delight, such as:
  • Elevated communal breakfast touchpoints
  • Wellness micro-programming (stretching, breathwork, yoga, guided walks)
  • Rotating “salon” gatherings (local storytellers, artists, tastings, fireside chats)
  • Afternoon “wine-down” happy hour with light bites and hosted introductions
• Set the weekly rhythm of experiences; ensure they are consistently staffed, well-executed, and aligned with the property’s tone (sophisticated, warm, not forced).
• Use guest insights to tailor activations (couples vs. solo travelers, skiers vs. summer adventurers, etc.).

6) People Leadership & Culture Building

• Hire, train, and develop a high-performing team; set clear expectations and coaching rhythms.
• Lead daily stand-ups and weekly operational reviews; reinforce standards, celebrate wins, and address gaps.
• Create a culture of accountability with genuine care—clear feedback, recognition, growth pathways.
• Ensure consistent training on hospitality language, guest engagement, and service recovery.
• Manage performance concerns promptly and professionally; partner with HR and leadership on corrective actions.

7) Facilities, Asset Care & Standards

• Partner with maintenance and vendors to ensure the property is immaculate, safe, and fully functional.
• Maintain preventive maintenance plans; ensure rapid response to guest-impacting issues.
• Uphold visual standards across public spaces and guest rooms—lighting, scent, sound, cleanliness, presentation.
• Manage supplies, inventories, and par levels to protect service quality and budget.

Success Profile (What “Great” Looks Like)

• Guests describe the Alpine House as warm, social, and effortlessly elevated.
• The House Director is consistently cited in reviews for personal attention and leadership presence.
• The team is stable, proud, and aligned—low drama, high standards, clear communication.
• Within the first 90 days, guests feel the house is ‘fully alive,’ even if not everything is finished.
• Prog