Jonathan Golem – Hyatt Regency Chicago

In luxury hospitality, five-star ratings, guest reviews, and impeccable service often measure success. But behind every perfectly fluffed pillow and climate-controlled room is a team of engineers quietly making it all possible. At Hyatt Regency Chicago—one of the largest Hyatt-branded hotels in the world with over 2,000 guest rooms—that effort is led by Jonathan Golem, Senior Director of Engineering. Under his leadership, the hotel’s engineering department has become a pillar of operations and a model of strategic, guest-centric service.

Golem’s journey to the top of one of hospitality’s most complex properties has been shaped by a deep understanding of systems and people alike. With a career that spans multiple Hyatt brands, renovations, and leadership transitions, he brings technical mastery, a passion for mentorship, and a drive to improve how engineering supports the guest experience.

Golem didn’t initially plan on a career in hospitality. While studying facilities management at the University of Wisconsin–Stout, he was presented with two internship options: a factory job or a position at a hotel.

“I chose the hotel because it felt like a dynamic environment—people, activity, service,” he recalls.

That decision led him to an internship at the Hyatt Regency Lost Pines in Texas, where he began his education in hospitality operations from the inside out.

After completing his degree, Golem accepted a position at the Grand Hyatt San Antonio as a corporate management trainee. From there, he moved through several Hyatt properties—Houston, Washington, D.C., Chicago, Louisville and Austin —each role offering new challenges and a deeper understanding of front-of-house operations and the mechanical systems that power a hotel.

His experience includes opening the Viceroy Chicago, a new-construction project that gave him insight into how hotels are built from the ground up. He later returned to Hyatt with roles at the Park Hyatt Chicago and Thompson/tommie Austin, before being named Senior Director of Engineering at the Hyatt Regency Chicago in 2025. It was a significant milestone—and the culmination of over a decade of building expertise across Hyatt’s most complex properties.

“You need to have experience in large convention-style hotels to grow in this field,” Golem says. “There’s always something going on—capital projects, system upgrades, events. It’s never boring, and for someone with building ADHD, it’s the perfect place.”

Renovating for the future

One of the most visible accomplishments during Golem’s tenure has been the recent $182 million renovation of the Hyatt Regency Chicago. With $150 million devoted to upgrading the West Tower and another $30 million invested in the property’s expansive ballrooms, the effort was both ambitious and carefully orchestrated.

“We had to plan every step to minimize disruption while maximizing improvement,” Golem explains. “The guest experience couldn’t take a back seat just because we were under construction.”

The renovation wasn’t just about aesthetics. The focus included infrastructure upgrades, building automation systems, and long-term sustainability.

“We’re moving toward more durable products so that we don’t have to renovate as often,” he says. “The industry standard is every six to seven years, but with today’s green initiatives, we’re rethinking that model.”

Feedback from the market—what similar large convention hotels are doing in other cities like Orlando, San Antonio, and Las Vegas—also influences Hyatt Regency Chicago’s strategy.

“We don’t directly compete with them, because of our scale, but we’re paying attention,” he says. “We want to offer something unique while remaining competitive.”

With 2,032 rooms, the engineering challenges are considerable, but so is the opportunity to set a standard.

“We’re not just responding to problems—we’re staying ahead of them,” Golem says.

His team operates on a work order system that tracks activity across trades, enabling data-driven decisions that reduce downtime and enhance service.

“When I report to the asset managers now,  I don’t just speak anecdotally. I can provide concrete metrics—number of work orders, most active trades, cost analysis,” he says. “That level of visibility helps us maintain performance and accountability.”

Building a culture of excellence

At the heart of Golem’s philosophy is a focus on people, both guests and employees. The Hyatt brand has long been rooted in care and community, and Golem sees engineering as central to that mission.

“Our most valuable asset is our people,” he says. “It might sound cliché, but it’s absolutely true in hospitality.”

His team includes 47 professionals: 33 operating engineers, 11 electricians, and three full-time painters. Many have been with the hotel for decades; their institutional knowledge is invaluable.

“Our mechanical leader has been here 37 years—he’s like a historian for this building,” Golem says. “But what happens if he’s gone tomorrow? That’s the question we’re trying to answer through succession planning.”

Training and mentorship are core components of his leadership approach. With the looming “silver wave” of retirements in the trades, Golem is investing time in onboarding and developing younger talent.

“We’re lucky,” he says. “We’re seeing a resurgence of interest in the trades. Kids are hearing from their parents that college isn’t the only path. They want to earn a good living, learn a skill, and work with their hands.”

This generational shift is helping fill the pipeline with motivated, curious professionals. Many of Golem’s younger hires come through a family member or friend in the industry. They’ve seen what a career in the trades can offer and are excited to learn.

He’s also working to document the insights of long-standing team members before they retire, ensuring that knowledge doesn’t walk out the door.

“We’ve got an unbelievable chief electrician and chief engineer,” he says. “We’re doing everything we can to capture what they know.”

Leadership rooted in service

Much of Golem’s leadership style stems from lessons he learned early in his career—and from his father.

“He always told me the value of following up, of being responsive,” Golem says. “That’s how you build a reputation—by doing what you say you’ll do and doing it quickly.”

That mentality now shapes his department’s work culture. Responsiveness isn’t just a goal—it’s a standard. Golem believes that the engineering department’s speed and quality of service can be just as impactful as what’s offered at the front desk or in-room dining.

“If the A/C isn’t working, or the lights are out, that’s a major part of the guest’s experience,” he says. “It’s our job to ensure everything works—and works well.”

The hotel operates as a managed Hyatt property, with strong owner engagement and the freedom to make decisions that benefit long-term maintenance and guest satisfaction.

“We don’t feel like we’re working with handcuffs,” Golem says. “When you have that support, you can focus on doing what’s right for the building and its people.”

He also takes pride in supporting other Hyatt properties—offering advice, best practices, and troubleshooting help.

“We’re all part of the same family,” he says. “Helping each other improves the brand across the board.”

With an eye toward innovation and a deep respect for tradition, Golem is excited about what’s next.

“We’re constantly evolving—new technologies, new expectations from guests, new demands on our systems,” he says. “But if we keep focusing on service, people, and smart strategy, we will keep succeeding.”