How Barrel Aged Management is Crafting Hospitality Experiences That Last

In today’s hospitality landscape, success isn’t just about a great idea—it’s about the ability to bring that idea to life with clarity, consistency and staying power. That’s where Barrel Aged Management (BAM) comes in. Founded by husband-and-wife team Seth and Ami Alexander, BAM is a full-service hospitality studio that specializes in bridging bold creativity with operational precision.

With decades of experience across hotels, restaurants, and lifestyle spaces, the Alexanders have built BAM as a one-stop partner for developers, hotel groups, and restaurant operators looking to create or reinvent standout guest experiences. Their work spans the entire development cycle, from brand identity, menu engineering and spatial planning to operational consulting, leadership sourcing and post-launch optimization. The goal is to ensure that every touchpoint—from the name on the door to the first sip of a cocktail—feels intentional, authentic and built to last.

CCR sat down with Seth and Ami to talk vision, execution and what’s next in hospitality.

Give us a quick overview of Barrel Aged Management—what was the inspiration behind launching the studio?

Ami: We founded Barrel Aged Management because we recognized a gap in the hospitality industry: the disconnect between strategy, branding and operations. With decades of experience launching and scaling hotels, restaurants, and lifestyle spaces, Seth and I knew the best concepts needed a partner who could see the full picture.

We created BAM to align creativity and operations under one roof so we could help developers, operators and hotel groups bring the next generation of hospitality to life.

You talk about creating “authentic, inspired spaces that foster community.” How does that philosophy translate into the projects you take on?

Ami: Authenticity means creating spaces that tell a unique story and reflect the cultures around them. We love taking on projects with interesting histories or meaningful details that we can highlight.

Guests today are looking for more than just great food or beautiful design; they want experiences that celebrate local producers, programs that feel intentional and moments that linger long after they leave. Our job is to make sure those values are embedded in every detail.

With decades of combined experience across operations, F&B, and brand development, how do your complementary backgrounds shape the way you work together?

Ami: Seth has extensive operational experience, while I bring expertise in brand storytelling and strategy, creating a balanced partnership that combines both perspectives.

Together, we ensure a project performs operationally and financially, while also connecting emotionally with guests. Every decision we make integrates both elements, bringing our vision to life in a way that resonates on every level.

What sets BAM apart from other hospitality development and advisory firms?

Seth: We created BAM to be more than your average hospitality agency. We are a true partner that can move ideas forward with intention and purpose. We combine real-world operational experience with strategic foresight and creative development.

Ami and I also bring in proprietary tools like our AI-driven workflows that turn data into actionable strategies. That mix of vision, innovation, and execution is what truly sets us apart.

Hospitality is about people and place—how are you seeing guest expectations evolve right now?

Ami: I’m seeing food and beverage shift from being a simple amenity to becoming the heart of the hospitality experience. Today’s guests want personalized, memorable programs that go beyond convenience.

They expect experiences that celebrate a property’s identity and distinguish it from the competition. While convenience and technology are important, they can’t replace human connection.

Your work spans everything from master planning and F&B concepting to operational consulting. How do you decide where to start with a new project?

Seth: We always start by listening. Every client has a different vision and set of challenges. Sometimes the focus is brand identity and menu engineering, other times it’s on operational consulting or portfolio repositioning.

We prioritize the pressure points first and build a roadmap that bridges creative ideas with operational execution.

What’s the secret to aligning bold creative ideas with the operational rigor needed to bring them to life?

Seth: The secret is acknowledging that both are essential. Creativity without execution stalls and execution without creativity falls flat. BAM was designed to bridge these two forces, ensuring every project is distinctive and commercially successful.

You’ve worked with brands from EDITION and Virgin Hotels to Broken Shaker and Shinola Hotel. What’s a common thread you look for in a project or partner?

Ami: Seth and I look for vision and longevity. Whether it’s a global hotel group or an independent operator, we want to work with people who are committed to authenticity and dedicated to building lasting hospitality experiences.

Hospitality is often defined by “sense of place.” How do you ensure each project feels distinct and memorable rather than formulaic?

Seth: We reject formulas. Each project has its own DNA. I look closely at the local culture, the guest demographic and the brand identity. By weaving those elements together, we can create concepts that feel authentic to their location and impossible to replicate elsewhere.

What’s the biggest challenge hospitality groups are facing right now? How are you helping clients navigate it?

Seth: One of the biggest challenges is that many groups are sitting on siloed data across POS systems, reservations, inventory, guest feedback and financials. This makes it difficult to see risks and opportunities in real time.

Ami and I use AI-powered analysis to unify those systems and deliver actionable insights. This helps our clients identify gaps, optimize performance and make decisions faster.

Sustainability and culture are top of mind in hospitality. How do you weave those values into the projects you lead?

Ami: For me, these values are not an afterthought; they are embedded in the ideation process. We source local producers and artisans and create experiences that are both intentional and responsible.

Even something as simple as a minibar can be transformed into a curated retail experience that supports culture, reduces waste, and leaves guests with a lasting impression.

Where do you see the greatest opportunities for innovation in hospitality right now?

Seth: Food and beverage has become the anchor of modern hospitality. When paired with innovations like AI-driven revenue prediction, hyper-personalization tools and smarter CapEx planning, it can completely redefine the guest journey and the operator’s return. I’m excited to help build those bridges.

Looking ahead, what excites you most about the future of Barrel Aged Management?

Seth: I’m excited about scaling our “House Engine,” which is our centralized AI toolbox for hospitality diagnostics. It integrates directly with client systems and delivers predictive insights, revenue levers and service strategies in days instead of weeks.

Alongside that, we are continuing to expand our work across hotels, restaurants and lifestyle spaces. What excites us most is the opportunity to continue creating authentic, inspired and lasting hospitality experiences.

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Describe a typical day—if such a thing exists in hospitality.

Ami: There is no typical day in hospitality. One morning, we’re in design reviews, the next, I could be on-site working with a chef team, and the day after, Seth is deep in operational audits. The constant, though, is our focus on both the creative vision and the execution of each project, and keeping that top-of-mind through decision-making and as we conduct our meetings.

What’s the biggest thing on your to-do list right now?

Seth: Right now, we are rolling out new F&B concepts for several hotel partners and finalizing our “House Engine” platform.

What was the best advice you ever received about leading in hospitality?

Ami: The best advice we ever received is that hospitality is not about transactions, it is about trust and connection. Technology, systems, and strategy matter, but the true essence of hospitality is making people feel seen, heard and cared for.

What’s the best thing a client or guest has ever said about your work?

Ami: The best compliment is when clients tell us that we delivered a strategy that was aspirational and actionable. Hearing that our work resonates with both guests and the operating teams means we’ve achieved exactly what we set out to do.

If you weren’t building and advising hospitality concepts, what would you be doing?

Ami: Seth would probably be opening another bar or restaurant and I would still be telling stories, maybe in brand or editorial work. My passion would still be focused on creating experiences that connect people.