ANDIAMO - Sarah Eustis

Founder and CEO at Main Street Hospitality Group

Your hospitality journey began at age 14 in the housekeeping department of the Red Lion Inn. How did those early experiences shape your leadership approach today?

I started in housekeeping at 14, and it was one of the best things that could have happened to me. You learn discipline, attention to detail, and that hospitality is about service in its purest form. Housekeeping is the backbone of any hotel—it’s where you see what really goes into creating a seamless guest experience. I also learned how to make a mean hospital corner, which still comes in handy. 

Those early experiences shaped my leadership in two ways. First, I lead with empathy—I’ve done the work, so I know how essential every role is. Second, I believe in servant leadership—hotels aren’t about titles; they’re about people. If you’re not willing to roll up your sleeves, you shouldn’t be in this business. 

Is there a particular story or moment with a guest that has stayed with you and reminds you why you love hospitality?

There are so many, but one that stands out is a letter we received from a guest who had recently lost her mother. She walked into the Red Lion Inn, sat on the porch, and suddenly felt this overwhelming sense of warmth, nostalgia, and comfort. She said she felt her mother’s presence in the creaky front door, the old rocking chairs, even the lobby cat brushing against her leg. 

That moment reminded me that great hospitality isn’t just about service—it’s about creating spaces where people feel at home, where memories live, and where they find connection. We don’t just run hotels; we’re caretakers of experiences. 

The Red Lion Inn has been in your family for over 50 years. How do you balance preserving its legacy while adapting to modern hospitality trends?

It’s a dance, really. The Red Lion Inn has been around since 1773, so we’re working with centuries of history. The challenge is making sure we’re evolving without erasing what makes the place special.

We think of it as dynamic stability—preserving the essence of what has always made the Inn welcoming while layering in modern elements that enhance the experience. That might mean restoring original woodwork while upgrading the guestroom experience or honoring the tradition of gathering spaces while introducing new culinary concepts. The goal is always authenticity over trendiness. If the walls could talk, they’d say, “Thanks for the Wi-Fi, but please don’t touch my character.” 

How has your background with brands like Ralph Lauren and Gap influenced your approach to brand building and guest experiences at Main Street Hospitality? 

Working with companies like Ralph Lauren and Gap taught me that a great brand is more than a logo—it’s a feeling. At Ralph Lauren, brand integrity was everything. I remember once spending weeks doing a full competitive analysis, only for Ralph to walk in and say, “I don’t care what they’re doing. I know who we are.” That was a lightbulb moment for me. 

At Main Street, we apply that same principle. We don’t chase trends—we create places with a strong sense of identity. Just like a well-designed collection, a hotel experience should feel cohesive, intentional, and personal. Whether it’s a Red Lion Inn guest or someone discovering one of our newer properties, we want them to walk in and say, “Ah, this feels right.” 

You’ve emphasized the importance of ensuring everyone in the company understands the ‘why’ behind what they do. How do you communicate this purpose to your team, and why is it so critical to your leadership style? 

People do their best work when they understand the bigger picture. At Main Street, we don’t just tell our team what to do—we tell them why it matters. 

We have a company-wide philosophy called The Main Street 10, a people charter that was created with input from our entire team. It defines what it means to work here—not just the tactical, but the emotional. We also keep communication open and transparent. Over-communicating is kind of our thing—in a good way. Weekly reporting, check-ins, and storytelling about the impact we have on guests and communities all help keep the purpose front and center. 

At the end of the day, hospitality is about human connection, and that starts with how we connect with our own team. 

What is your favorite Bellino product and why? 

Oh, tough one! I’d have to say the linen duvet covers. There’s something about a perfectly made bed that sets the tone for an entire hotel stay—or an entire day, really. And as someone who spent years perfecting hospital corners, I appreciate good bedding. It’s the small details that make a space feel effortless and luxurious, and Bellino just gets that. 

Outside of your professional achievements, what legacy do you hope to leave behind for your family and community? 

I hope my legacy is about preserving places that matter. Not just hotels, but community gathering spaces, hubs of connection, places that carry history forward while making room for new stories. 

For my family, I hope I’ve modeled that you can do work that’s meaningful, that respects the past while building the future. And that a well-run hotel is more than a business—it’s a bridge between generations. 

The pandemic was a transformative period for hospitality. What were the biggest lessons you learned, and how have they influenced Main Street’s strategy moving forward? 

The pandemic reinforced what I’ve always believed: Hospitality isn’t about transactions—it’s about people. 

When we had to shut down, it was terrifying. But when we reopened, people came back not just for a getaway, but for a sense of belonging, normalcy, and connection. It reminded me that hotels are more than places to stay—they’re places to heal. 

Moving forward, we’re focusing on flexibility, resilience, and deeper community integration. It’s not just about room rates—it’s about creating spaces where people genuinely want to gather. 

Outside of work, what activities or hobbies bring you joy and help you recharge? 

Yoga 3-4 times a week (working toward 5!). Morning walks, preferably while on a call so I can multitask. Cooking when I have time. And honestly, just a quiet morning with coffee, meditation, and no back-to-back meetings. 

If I can get an uninterrupted Friday afternoon to finish my to-do list and go into the weekend feeling caught up? That’s my version of luxury. 

Who has been your biggest inspiration throughout your career?

I’ve had so many incredible mentors, but one of the most pivotal was Andrew Mag at Banana Republic. He saw potential in me before I fully saw it myself and gave me the opportunity to take risks, make decisions, and learn from them. 

I also have to say, my family’s legacy in hospitality has been a constant source of inspiration. Seeing what my parents and grandparents built, and now having the opportunity to shape it for the next generation, is something I don’t take for granted. 

What’s your vision for Main Street Hospitality in the next decade, and how do you see the brand evolving? 

Main Street will always be about community-driven hospitality. We want to grow, but responsibly. The goal isn’t to have 100 hotels—it’s to have the right hotels, in the right places, with the right partners. 

In 10 years, I see us deepening our impact—whether that’s through more historic restorations, creating spaces that bring people together in new ways, or expanding the idea of hospitality beyond traditional hotels. Whatever it looks like, it will always be rooted in purpose, authenticity, and connection. 

What advice would you give to someone new to the hospitality industry?

Get in the trenches. Work the front desk, clean a room, carry a tray. The best hospitality leaders understand every aspect of the business. 

Stay curious, be adaptable, and remember—hospitality isn’t about perfection, it’s about making people feel welcome. And always, always double-check the details. A typo on a guest’s name can ruin an experience before it starts.