Bill Minnock ’79, MBA ’83
The Story
Hotel Ezra Cornell 54 – 1979
Bill Minnock, Controller
On an April evening, guests of the 54th Hotel Ezra Cornell were off to a “Great Escape.” Beginning with French Follies, guests then chose between three dinners: Escape into the Future, Ye Olde English Inn, or S.S. Escoffier – French Cruise Ship. A calypso band from Trinidad, as well as a jazz band, provided music for dancing.
Saturday’s banquet announced an Escape to the Festival International du Cirque de Monte Carlo. Guests enjoyed the casino-like atmosphere of the 1920’s-style Palace of Entertainment and danced until the wee hours to the music of Studio 54.
Excerpt from: The Best Ever: Memories of Hotel Ezra Cornell
Roots in Albany, New York
Bill grew up in Albany, New York, one of four boys in a lively household. His father, Bill, Cornell Engineering ’44, joined the Navy and fought in the Pacific during World War II. After the war, he joined the family business, Powell and Minnock Brick Works. His mother, Catherine, earned a bachelor’s degree from Manhattanville College and a master’s degree in education from the College of Saint Rose. She worked as a teacher in Albany and then moved on to the New York State Department of Education.
Growing up, Bill focused on three priorities – sports, work, and school. Despite his love for playing and watching all sports during high school, he focused his efforts on tennis and was captain of the undefeated tennis team in his senior year. Work was simply part of life. From mowing lawns and shoveling driveways to delivering newspapers before dawn, Bill learned early that responsibility came before reward. For much of his formative years, school was a lower priority than sports and work, but during high school, he began to focus more on his studies.
The Minnock family carried a deep connection to Cornell. Fall Saturdays often meant trips to Schoellkopf Field for Big Red football games, where young Bill soaked in the atmosphere and pride of the university.
Looking at colleges, Bill wanted to study business but was unsure about a career in hotels. He found a job working as a cook at Albany’s Schraft’s Motor Inn. One night, when the cooks unexpectedly failed to show, Bill — still a newcomer — was thrust into the role of dinner line cook. The night could have been a disaster, but the servers and bus staff rallied around him, helping him survive the shift. It was a formative moment: a firsthand lesson in the value of teamwork under pressure and the camaraderie that drives success in hospitality.
Cornell Years
Arriving in Ithaca, Bill came with dual ambitions: excel academically and compete on the varsity tennis team. A knee injury abruptly ended his tennis ambitions in the fall of his freshman year. What could have been a setback became an opportunity. Bill channeled his energy into academics. While he enjoyed the breadth of classes at the Hotel School, his passion was accounting and finance. This led Bill to become a teaching assistant for Professors Eyster and Geller.
Building on success in academics and teaching, Bill broadened his extracurricular activities and held a variety of leadership positions. He was chair of the Hotel School’s Student-Faculty Committee for two years and Controller of HEC ’54, which, of course, was “the best ever.”
Bill spent his summers gaining hospitality experience at Howard Johnson’s Motor Lodge, The Turf Inn, working for the family business, and teaching tennis. Across all these experiences, one truth solidified for him — leaders can only succeed if they understand and respect every role in an organization.
Early Career and the Leap to Marriott
Bill’s first professional role after Cornell was at Arthur Andersen & Co. in Boston. He quickly realized that while he appreciated the structure of accounting, his real passion was understanding how businesses created value. Taking inventory or reconciling accounts held far less appeal than exploring a company’s competitive advantages and profitability.
That clarity, along with a full scholarship for teaching at the Hotel School, brought him back to Cornell’s Business School, where he earned an MBA in 1983. Soon after graduation, an opportunity arose that would define his career: a position at Marriott International.
Marriott: A Culture of Opportunity
Bill joined Marriott in the summer of 1983 and was immediately drawn to the company’s culture — a blend of rapid growth, strong values, and a belief in developing talent from within. At the time, the company had one lodging brand, Marriott, and launched Courtyard in the fall of 1983. With the early success of Courtyard and increasing brand development in the industry, Marriott commenced a strategic review of the industry to identify new segments to enter. Bill was tapped to work on this team beginning in early 1984. This project guided Marriott to start the Fairfield Inn brand and to explore the extended stay segment, which ultimately led to the acquisition of Residence Inn.
In 1985, he joined the Feasibility and Market Planning team, which was a dream role — an intersection of real estate, finance, and strategy. By 1988, he was leading the team, overseeing analysis for roughly 100 new hotels annually during the company’s most aggressive growth phase. It was in this role that he gained exposure to international hotels and the unique challenges of doing business overseas.
The team was stacked with talented young leaders, many of them fellow Hotelies. This was where Bill’s leadership philosophy began to crystallize: put people first, cultivate trust, and foster growth opportunities for his team.
A Shift to Operations
The early 1990s brought turbulence. Marriott’s rapid expansion had left it overextended in real estate, and the company was forced to halt development, dismantle teams, and focus on survival. His most difficult task was reducing the size of his department. There were many sleepless nights worrying about the team’s future. It was an experience he would never forget.
Bill was offered a lifeline — a transition into hotel operations as Resident Manager of the JW Marriott in Washington, D.C. Operations had its own pace and priorities, and success depended on listening, learning, and adapting to the new role. Within a year, he was promoted to General Manager of the Bethesda Marriott. Here, his earlier convictions about people-first leadership were confirmed.
Expanding Horizons
By 1994, Marriott was back on stable footing and again focused on growth, particularly for its timeshare division. This business was a natural fit for Bill to leverage his real estate and operations experience. Initially, he was responsible for launching Marriott Vacation Club in Europe. The first resort, in Marbella, Spain, moved into development within a year and set the stage for the company to establish the business in Europe.
The success in launching the European timeshare business led to his promotion to SVP of Resort Development, overseeing Marriott Vacation Club’s Development, Feasibility, and Architecture and Construction groups. The mission was to rapidly expand its business in the US and the Caribbean. Over the next six years, new resorts were added to exciting US resort destinations such as Hawaii, Palm Springs, Newport Beach, Lake Tahoe, Hilton Head, and Florida. In the Caribbean, resorts were added in Aruba and St. Thomas, and they entered the Asia Pacific region with a resort in Phuket, Thailand.
While developing new resorts was an exciting role for Bill, what was most gratifying was building the culture and values of the Resort Development team. This would not have been possible without the support of the division president, Steve Weisz ’72, who joined Marriott Vacation Club in 1996. Steve was renowned at Marriott for building strong management teams and achieving outstanding results. Under Steve’s leadership, the business thrived, and Bill was able to build an outstanding Resort Development team that exceeded expectations year after year.
After spending seven years with Marriott Vacation Club, Bill was ready to return to hotels. A key priority for the company at that time was to improve its delivery of hotels in the development pipeline, especially for hotels with company investment. Bill returned to corporate headquarters to lead this effort, forming a new team that was able to speed up delivery and successfully open hotels.
As part of his “day job,” Bill was often asked to lead “special projects” given the breadth of his experience with the company. The most exciting of these projects was in 2007, when the key priority was to become a better innovator. Bill was tasked to reinvent the company’s innovation process and then joined Global Operations to lead that team. This role enabled him to work on a wide range of product and service innovation projects for all brands worldwide. Examples included small projects such as new restaurant concepts for full-service hotels and new guest room amenities, to more transformative projects such as repositioning the Marriott brand, launching Marriott’s first mobile app, and redesigning the guest satisfaction program. The common thread among these projects was to assemble teams of talented people to find creative solutions for the company’s priorities.
Bill is so deserving of this great recognition. I had a front row seat watching him in action at Marriott. What an outstanding leader and equally outstanding person. I remember one project that Bill led: building up our guest satisfaction tracking and analysis capabilities. The team created an intuitive, user-friendly, and easy-to-use platform to be used by all hotels to improve the customer experience delivered to guests. Bill was always results oriented, while lifting up people along the way. As a people-first leader, he improved everyone’s game. He didn’t just “philosophize” about a topic; he had a very logical approach to making things happen. And he was a delight to work with – a sentiment widely shared.
~Dave Roberts ’87, MS Engr ’88
Faculty, Nolan School of Hotel Administration
SC Johnson College of Business
First Retirement
Bill retired from Marriott in early 2014. After 30 years of service to the company, he wanted to pursue other interests, although he did not know what direction his future path would take. He returned to Cornell to become Executive in Residence at the Hotel School which enabled him to reconnect with his passion for teaching and mentoring students. He offered guest lectures in a wide variety of classes where he shared real-world examples in the classroom, which connected to the professors’ coursework.
While serving as Executive in Residence, Bill realized that he wasn’t ready to fully retire and began networking with fellow Hotel School graduates to explore new opportunities. A conversation with former boss Steve Weisz marked the end of his first retirement.
Asia Pacific Expansion
In September 2014, Bill returned to Marriott Vacation Worldwide to become managing director of the Asia Pacific region, based in Singapore. While the timeshare business model was familiar, the cultural and market diversity was vast. The business plan called for rapid expansion in multiple markets, but local market knowledge was vital. Bill relied heavily on the input from his local team in setting direction for the business. The Cornell Hotel Society was a valuable resource during this time, connecting Bill with a network of Hotelies who provided advice and guidance across many markets.
Bill at the blessing ceremony for the Bali Nusa Dua Gardens Marriott Vacation Club Resort with the property leadership team in 2018.
By 2020, the business was thriving. Total sales had nearly tripled, and profitability was rising steadily — until COVID-19 brought travel to a halt. Through the crisis, the leadership team’s trust and cohesion proved crucial in caring for associates and steering the business through unprecedented challenges.
White water rafting with the family on the Ayung River in Ubud, Bali, Indonesia.
Second Retirement
In 2021, Bill retired once more and split time between summers in Ithaca, New York, and winters in Naples, Florida. At the request of Dean Kate Walsh, Bill returned to Ithaca that fall to teach a new course, Lodging Strategy and Innovation, with a focus on international business. After teaching for a year, Bill chose to focus more on mentoring students and served as Entrepreneur in Residence for the Pillsbury Institute, another step toward true retirement.
I was fortunate to take Bill’s course, Lodging Strategy, Innovation and Business Development, where his deep industry expertise and curated guest speakers made the class both inspiring and practical. Bill’s teaching style was engaging and empowering — all while encouraging curiosity for diverse perspectives. Beyond the classroom, Bill became a true mentor, generously taking time to guide me through PIHE’s pitch deck competition and offering invaluable career advice. I am deeply thankful for Bill’s guidance, which continues to have a lasting impact on my growth.
~Charlotte de Lastelle MMH ’22
Senior Associate, McKinsey & Company
One of my proudest moments. Guest lecturing in Professor Jeanne Varney’s Asset Management class in 2022 with my daughter, Katie ’14. Although Katie was extremely nervous about guest lecturing with me, she was the star of the class! I am so grateful to Professor Varney for the opportunity.
La Tourelle Venture
While Bill was enjoying his “near retirement,” his close friend Joe Lavin ’75 was evaluating the acquisition of La Tourelle Inn and Spa in Ithaca, New York. It was an opportunity to revitalize a hotel in need of capital improvements and repositioning. Bill partnered with Joe to pursue the deal, and the acquisition closed in March 2024.
The entrepreneurial journey at La Tourelle Inn & Spa is still in its early stages. The renovations are substantially complete, but much remains to be done, including integrating the April 2025 purchase of Firelight Camps, a 22-tent glamping business.
Are there challenges? Of course, but Bill and Joe are simply enjoying the ride.
Joe Lavin ’75 and Bill Minnock ’79, MBA ’83 are among the Cornellians
involved with the La Tourelle property.
Family Legacy
The Minnock family’s Cornell roots date back to 1914, when Bill’s grandfather, Bill Sr., enrolled. While a family illness prevented him from graduating, the Cornell connection had begun. His father, Bill Minnock Jr. ’44, earned a BS in Engineering, his aunt, Joan Minnock ’51, earned a BA in Arts and Sciences, and his brother Ed ’77 earned a BS in Engineering.
Bill met his wife Debbie ’81 at the Chapter House in 1980, and they married at Sage Chapel in 1982. Debbie is also from a Cornell family. Her father, Chase Delmar Kearl, earned his PhD from Cornell and was a professor of agricultural economics; her mother, Marge Kearl, and four of her five siblings are also Cornell graduates.
Bill and Debbie have built a family steeped in Cornell tradition — four of their five children are Cornell graduates – Chris ’07, Alex ’09, Billy ’12, and Katie ’14. Daughter Stephanie graduated from the University of Maryland in ’09, but also spent a summer during college at Cornell. Today, Bill and Debbie have seven grandchildren and hope that the next generation will continue the Cornell family legacy.
The Minnock family: Bill and Debbie with their four children and spouses,
and their much-loved grandkids – December 2022.
Throughout his career, Bill remained actively involved with Cornell. He has been a frequent guest lecturer and supported the Cornell Hotel Society through numerous leadership positions, ranging from chapter president in Washington, DC, to president of the Cornell Hotel Society Global Board in 2018. Bill currently serves as chair of the CHS Foundation and on the Cornell University Council.
Bill and I first crossed paths during our undergraduate years at the Hotel School; our paths intersected with HEC, our mutual work as TAs, and our upper lever course work. We went our separate ways after graduation but reconnected after I joined the faculty in 1988 due to his commitment to serving SHA via the Cornell Hotel Society as well as an executive in residence, visiting professor, and guest lecturer. He did me the great favor of facilitating two externships to keep me grounded in the industry, one with Marriott Vacation Club and one with Host Hotels and Resorts early in my career as an educator. The depth of his commitment as an educator is underappreciated; at SHA he worked with me, Prof. Cathy Enz, Prof. Tim Hinkin, and others to help students understand how to implement strategy and how to successfully implement change in a large organization. He also taught at George Washington University for several years, bringing his experience and expertise to students in their programs.
Bill’s induction into the Hotelie Hall of Fame is a tribute to the contributions he continues to make in the lives of the many whom he touches, both as an executive and as an educator. My story is but one “tree” in the “forest” of Bill’s devotion to making a difference in the lives of others and his ability to effect change without being a ‘stinker.’ He inspires us all to embrace our better instincts and be intentional in improving both our own and others’ lives.
~Jan deRoos ’78, MS ’80, PhD ’94
HVS Professor Emeritus of Hotel Finance and Real Estate
Cornell SC Johnson College of Business
Two generations of Hotelie families after the CHS New York reception, November 2017.
Tripp Plamondon ’15, Bill Minnock ’79, MBA ’83, Jimi Yui ’79, Ellen Yui, Katie Minnock ’14,
Pete Plamondon ’81, Gail Plamondon ’80, Phil Miller ’83, Yasamin Miller,
Debbie Minnock ’81, Jill Lavin, Joe Lavin ’75, Tyler Lavin MMH ’10, and Scott Melby Jr. ’15.
Bill and I have served together on the Foundation, where he was instrumental in strengthening the relationship between the Cornell Hotel Society, past presidents, and the school. He has a calm and steady presence that naturally draws people together, fostering an atmosphere of trust and collaboration. Bill is an outstanding communicator, able to distill even the most complex issues into clear and actionable ideas. What stands out most about him is his positivity – he radiates a genuine “can-do” spirit that inspires everyone around him. Over the years, I have come to deeply admire not only his leadership and dedication but also the way he consistently uplifts and empowers others. He truly exemplifies what it means to be a Hotelie for life, giving generously of his time, energy, and wisdom to the community, and always leading with humility, grace, and heart.
~Liv Gussing Burgess’91
Founder & Managing Director
Luxury Hospitality Consulting
Closing Thoughts
Bill’s path — from an Albany NY paper route to global hospitality leadership, from corporate boardrooms to glamping tents in Ithaca — is defined by adaptability, an enduring passion for hospitality, and a commitment to developing people.
His journey embodies the very best of the Hotel School spirit, proving that Life is Service, when lived fully, becomes both a profession and a legacy.
CHS Presidents at HEC 100: Raj Chandnani ’95, Bill Minnock ’79, MBA ’83, Regan Taikitsadaporn ’93,
Richy Petrina ’01, Liv Burgess-Gussing ’91, Tim Dick MPS ’88, Rebecca Lee ’10,
Mark Woodworth ’77, MPS ’78, Deniz Omurgonulsen ‘00, Robert Mandelbaum ’81, and Ted Teng ’79.
CHS Singapore celebration of the 90th anniversary of CHS – 2018.
Bill and Debbie at the top of the
King Power Mananakhon Tower
CHS Asia Pacific regional meeting
in Bangkok – 2019.
Hotelies for Life – Bill and Debbie
with daughter Katie ’14
at the
Egbok School in Siam Reap – 2016
Bill and I met when he was an executive at Marriott Vacation Club, and I was a freshman or sophomore. Despite a demanding job and growing family, Bill always made an effort to be in Ithaca, be it for CHS, HEC, or other Cornell events. His presence enabled students like me to meet inspirational alumni leaders like Bill.
Beyond career advice and industry introductions, Bill got to know the students as individuals and humans and made us feel seen and heard. That was the most special part of getting to know Bill. He taught us the value of the Hotelie network, but more importantly, he taught us to value ourselves because he believed in us and in our future.
Getting to know Bill in those early and impressionable years truly gave shape to my life and career. We have since built a friendship that is entering its third decade. He’s watched and advised on my career’s ups and downs, championed my involvement in Cornell leadership positions, and we have gotten to know each other’s family.
Bill and Debbie attended our wedding in Singapore and made us feel at home right from the start. We spent Thanksgivings together and got to know the city through their generosity. They gave our daughter her first gift (before she was even born!) which included her first Cornell bear!
I have always been deeply moved by Bill’s devotion to family. Truly, that’s his greatest accomplishment and you can tell by the sparkle in his eye whenever he talks about his family. That dedication is yet another lesson; professional success really doesn’t matter if it comes at the cost of personal success. Bill found both in droves. And this was possible thanks to Debbie.
~Rohan Gopaldas ’02
Asset Manager, Prospect Hotels Advisors
