New Leadership Role Signals Growth Strategy

Woodbine Hospitality Group has appointed Chris Pulito as Vice President of Hospitality Performance, a newly defined position tasked with driving operational excellence, revenue growth, and guest experience across the company's expanding portfolio of Central New York and Finger Lakes properties.

The role combines strategic oversight with execution responsibilities, spanning performance benchmarking, sales initiatives, pricing optimization, and client relationship management across all company properties.

Experience in Luxury and Scale

Pulito brings more than two decades of hospitality leadership experience rooted in luxury resort operations, spa and wellness programming, and large-scale property management. Most recently, he served as General Manager at Hotel Canandaigua and Shou Sugi Ban House, where he led teams across design-forward properties.

His prior role as General Manager of The Lake House on Canandaigua—which Travel + Leisure named the No. 1 Resort Hotel in New York State—gave him experience managing a nationally recognized destination. Earlier, as Senior Vice President of Hospitality at del Lago Resort & Casino, "he oversaw all non-gaming operations, including a Four Diamond hotel, spa, multiple dining concepts, and large-scale entertainment venues."

Pulito also founded CHS Customized Hospitality Solutions, where he has advised on operational strategy, performance optimization, and hospitality development across various properties.

Woodbine's Portfolio

Woodbine Hospitality owns and operates several distinctive properties in Central New York. Its collection includes Tailwater Lodge, located along the Salmon River and part of the Tapestry Collection by Hilton, as well as multiple Skaneateles properties: Skaneateles Boutique Hotel, Skaneateles Fields Resort & Spa, Allyn Lodge, Hilltop Skaneateles, Cedar House Bowling Center & Lounge, and Hilltop Social.

Why It Matters

The creation of a dedicated VP-level performance role signals Woodbine's intention to systematize operations across a geographically dispersed portfolio and capitalize on growth opportunities in the competitive Finger Lakes hospitality market. Centralizing revenue management, sales alignment, and operational standards across distinct property types—from boutique hotels to resort destinations—is a common consolidation strategy among growing regional hospitality groups.

---

For more insights and trends in the food and beverage sector, check out more articles in The Food & Beverage Magazine family of publications.

Written by FBM Publications Editors