Sometimes, the best journeys are the ones that bring us back to where we belong. Welcome back, Jenn. We can’t wait to see what we’ll build together next.
Many of you know Jenn Elliott from her decade at Great Performances, where she helped shape some of our most ambitious projects and built lasting relationships across our company. After spending two years exploring new opportunities, she’s returned as President of Hospitality Group, bringing with her new experiences, renewed energy, and an unwavering belief in what makes GP unique.
We sat down with Jenn to talk about coming back, the lessons she learned along the way, and what excites her most about helping lead the next chapter of Great Performances.
What excites you most about your new position?
I’m most excited to create engaging moments for our guests. Whether it’s a VIP client dinner, an employee engagement event, or simply making sure that every lunch we serve is memorably delicious, every interaction is an opportunity to make someone’s day a little better.
I’m also excited to collaborate across our teams, learning from them and hopefully inspiring them to share their talents, skills, and hospitality mindset with everyone they interact with. There is so much talent across GP, and I believe the best ideas come from diverse teams of people collaborating with each other.
I’m also incredibly inspired to continue building GP into the best hospitality company in New York City. We have an incredible foundation with some of the best people, process, and food in the business. I want to keep pushing us forward while staying true to what has always mattered most: serving every guest with genuine hospitality, exceptional service, and unmatched quality.
You started at GP in 2011 and were plunged into a project. Tell us about it.
Many of us start working at GP by being immediately plugged into a project. By my third day, I was managing the James Beard Foundation’s three-month pop-up restaurant at Chelsea Market.
By day, we operated a café and activations; by night, we served dinner for about 80 guests. My background in events, logistics, and operations was incredibly helpful, but there was a big learning curve with the food service aspect.
I remember trying to figure out where to get extra ice right before dinner service; and running around the market looking for change because we had run out of dollar bills; and dealing with the plumbing in the up-until-then closed restaurant that was the home to the pop-up. Looking back, those challenges were small but taught me just as much as the big ones.
The project was a huge success because we had an amazing client and a GP team that was always willing to jump in and help. Years later, when we had the opportunity to work with the James Beard Foundation, this time at Pier 57, it was a very special full-circle moment.
What were the skills you learned over the next decade?
Over the next decade at GP, I learned how to grow a business, and more critically, I learned how important relationships are. I worked with so many different clients, venues, and teams, and each of those experiences taught me something different and resulted in long-standing relationships that I still cherish to this day.
I constantly marvel at how connected everything is. Operations, culinary, events, sales, finance, warehouse, and service all depend on one another. The only way to deliver a great guest experience is when everyone works together. Learning how to connect those teams and keep everyone moving in the same direction has probably had the biggest impact in how I lead.
Do you have a favorite event or experience you remember?
There are so many incredible events that it’s hard to pick a favorite. Working on the Macy’s Fourth of July Fireworks, opening cafes and restaurants at some of New York’s most iconic institutions, and seeing new spaces come to life are highlights.
But the most memorable moments are the times when the company pulled together: Hurricane Sandy, COVID, the LIRR shutdown, and other times of community need were moments when everyone came together and did whatever needed to be done. Watching people step up, solve problems, and support one another is something I’ll always remember.
What was the toughest challenge?
COVID was, without a doubt, the toughest challenge. Like everyone in hospitality, we had to rethink the way we worked overnight. It challenged all of us, but it also showed how resilient, flexible, and adaptable our teams are and how much can be accomplished when people work together towards a single goal.
What are some of the things you learned during your two years away?
The biggest thing I gained was perspective. I had the opportunity to work with different companies, clients, and products. I worked at a startup, spent time consulting, tackled a few of my own projects, and met a lot of talented people who were incredibly generous with their time and ideas.
Seeing how different companies approach hospitality and client service gave me a lot of new ideas, but it also reminded me that GP has something really special and a culture that is hard to recreate (or replace!)
What are some of the learnings you want to bring back to GP?
Each of my endeavors taught me something different.
Working at a startup reminded me how important it is to keep challenging ourselves, to move quickly and try new ideas, and to not be afraid to take smart risks.
Consulting taught me to constantly ask questions: ask why things are being done a certain why and if there’s a better approach. It’s a mindset shift that can be valuable for growth and success.
At the same time, being away reinforced something I already believed: that service and quality have to come first. If we take care of our guests and our clients, everything else follows.