Resorts World executive says technology should enhance, not replace, hospitality

04 Aug 2026, 13:30 by David Danzis / Las Vegas Review-Journal · Las Vegas Review-Journal

Josef Wagner joined Resorts World Las Vegas in May 2025 after more than two decades leading food and beverage operations at luxury resorts in Las Vegas, across the United States and in Europe.

Not long after his arrival, the veteran hospitality executive was promoted to senior vice president of operations, expanding his responsibilities beyond dining to oversee the day-to-day operation of the $4.3 billion resort.

Wagner discussed his priorities in the role, evolving guest expectations and the operational philosophy guiding Resorts World’s next chapter. Some responses have been edited for clarity and brevity.

You recently moved from leading food and beverage to becoming the senior vice president of operations. What are your immediate strategic priorities in this expanded role?

At a property as large and complex as Resorts World Las Vegas, success depends on ensuring every department is working together seamlessly to deliver exceptional experiences for our guests and team members.

First and foremost, our team members are the foundation of everything we do. Creating a strong culture starts with hiring the right people, investing in training and development, and maintaining clear, consistent communication. It is important that our team members understand how their individual roles contribute to the overall guest experience and feel empowered to share feedback and ideas.

The second priority is the guest experience. We have access to valuable guest feedback through surveys, reviews and real-time data, and it’s critical that we use those insights to drive decision-making and service enhancements. While technology plays an important role, hospitality remains a people business, and often it’s the personal touches — a direct conversation, a handwritten note or a proactive response — that create lasting impressions.

The third pillar is financial discipline. Maintaining a clear understanding of our performance through scorecards, budgets and key operational metrics allows us to make informed decisions and ensure long-term success.

Ultimately, my focus is on creating greater visibility, accountability and collaboration across the organization.

How are guest expectations changing in 2026, and how is your team adapting operational workflows to meet them?

Guest expectations in 2026 are centered around personalization, authenticity, wellness and what many describe as quiet luxury — high-quality, thoughtfully curated experiences that feel effortless and personal.

To meet those expectations, we’re focused on creating more agile and guest-centric operations. We use data and guest insights to make faster decisions, personalize the guest journey and continuously refine our service approach. We’re also investing in exclusive experiences across dining, entertainment and wellness that create deeper guest connections and encourage repeat visitation.

Technology and AI are helping streamline processes and provide our teams with better information, allowing leaders to make quicker decisions and team members to spend more time creating meaningful guest interactions.

What role does AI and automated hospitality technologies play in your current operational strategy without sacrificing luxury service?

AI and automation play an important role in improving efficiency, simplifying processes and helping our teams make faster, more informed decisions.

That said, technology will never replace the core of hospitality. AI definitely provides more efficiencies, simplifies processes and increases speed and scale, but it does not replace the human connection that defines luxury service.

While AI can assist with routine requests and operational insights, luxury hospitality lives in the details. It’s making guests feel seen, heard and valued through personalized interactions, thoughtful gestures and unexpected moments that create lasting impressions.

Our approach is to use technology to enhance hospitality, not replace it.

You have guided multiple venues to Forbes Five-Star status. What core operational principles are required to scale that level of excellence across an entire megaresort?

The core principles of excellence at scale are built around four areas: the guest journey, standardizing the basics while personalizing the finish, continuous training and quality control.

First, every step of service should be designed around the entire guest journey.

Second, standardize the fundamentals while allowing team members to personalize the experience.

Third, training must be operational, not robotic.

Finally, quality control must be objective and ongoing.

Once those foundations are in place, the feedback becomes a powerful tool for coaching, development and creating a culture of continuous improvement.

The hospitality industry faces ongoing labor and talent acquisition shifts. How do you approach building, retaining and motivating a world-class service team?

Building a world-class hospitality team is less about slogans and more about creating a strong operating culture built on disciplined hiring, exceptional onboarding, visible leadership and continuous coaching. Team members are at the heart of the operation.

While competitive pay and benefits are important in attracting talent, people ultimately stay because of great leadership, meaningful relationships and opportunities to grow.

Recognition also plays a critical role. Celebrating top performers and sharing their service stories helps reinforce desired behaviors, creates pride and inspires others across the organization.

Most importantly, true hospitality extends to our team members as much as our guests. Being present, supportive and engaged during both the challenges and the successes builds loyalty and creates an environment where people want to stay, contribute and grow their careers.