I started ERIA because I saw an opportunity to do hospitality differently. I had previously built and exited a consumer business, and I knew I wanted my next company to be something more tangible, something where I could actually see people enjoying what we were creating.

We started with a restaurant in Sausalito, and I quickly realized that what people really wanted wasn’t necessarily another place to eat. They wanted beautiful spaces where they could bring people together and create memories. So we evolved the business around private events, corporate experiences, and celebrations.

What makes ERIA different is that we’re not just renting out four walls. We approach events with the mindset of both an operator and a host. We can help with the venue, food, drinks, entertainment, and all the little details that make an experience feel special.

I also think being independently owned makes a difference. We’re able to be creative, move quickly, and say yes to ideas that larger hospitality companies might find too complicated. I want people to feel like they’re working with someone who genuinely cares about their event, not just another venue trying to fill its calendar.

Our first customers came from a lot of knocking on doors. I didn’t have a big hospitality network when I started, so I had to build one. I reached out to companies, introduced myself to event planners, connected with local businesses, and spent a lot of time convincing people to take a chance on a new company.

I think people sometimes underestimate how much of entrepreneurship is just being willing to ask. I heard no plenty of times, but I also learned that one good relationship can turn into ten opportunities.

Today, a significant part of our business comes from referrals, repeat clients, partnerships, and people discovering us through events they’ve attended. We’ve also built relationships with corporate teams, planners, and local organizations.

The nicest part is that we’ve reached a point where people who attended an event as guests are coming back to host their own. To me, that’s one of the best indicators that we’re doing something right.

The biggest decision was moving away from the traditional restaurant model and focusing on private events.

Restaurants are wonderful businesses, but they’re also incredibly operationally demanding. You’re managing inventory, labor, food costs, and customer traffic every single day, often with relatively little control over demand.

With events, we realized we could use the same beautiful spaces much more intentionally. We could plan further ahead, create customized experiences, and build relationships with clients who would return for different occasions. That shift completely changed the direction of ERIA and gave us a model we could expand.

As for mistakes, I think one of my biggest lessons has been trying to do too much myself.

When you’re building something from nothing, you become accustomed to being involved in every decision. In the beginning, that’s sometimes necessary. But eventually, the same instinct that helped you start the company can prevent it from growing.

I’ve had to learn that building a business isn’t about being the person who can do everything. It’s about building a team and systems that can deliver the same standard without you personally managing every detail.

I’m still learning that one!

I think the biggest shift has been from traditional luxury toward experiences.

A few years ago, a lot of event planning revolved around the obvious markers of luxury: expensive menus, elaborate floral arrangements, premium alcohol, and beautiful table settings. Those things still matter, but increasingly, our clients care more about how an event actually feels.

They want something their guests haven’t done before. They want interaction, entertainment, personalization, and moments that people will genuinely remember.

We’re seeing this particularly with corporate clients. Companies don’t necessarily want another formal dinner where everyone sits at assigned tables for three hours. They want their teams to connect, have fun, and feel like the company put real thought into bringing everyone together.

We’ve adapted by making ERIA much more experience-driven. We think about the entire event, from how guests enter the space to the entertainment, food, layout, and flow of the evening.

I also think customers expect more flexibility and responsiveness than they used to. They don’t want to spend weeks going back and forth just to understand what’s possible.

That’s something I’ve tried to build into our company from the beginning. We want to make ambitious ideas feel achievable, rather than making clients feel like they’re asking for too much.

Ultimately, I think hospitality is becoming less about impressing people and more about making them feel something. That’s the direction I’m building ERIA around.

I’d tell them to start by selling something before they spend too much time building it.

Hospitality is one of those industries where it’s very easy to fall in love with the aesthetics. Everyone wants the beautiful space, the perfect branding, the gorgeous website, and the Instagram-worthy interiors. And while those things certainly help, none of them matter if you can’t get customers through the door.

When I started ERIA, I spent a lot of time knocking on doors, introducing myself to people, and asking for business. It wasn’t particularly glamorous, but it worked. I think the most valuable thing you can do early on is learn how to sell, understand what your customers actually want, and figure out how to deliver it profitably.

I’d also tell them to pay attention to the numbers. Hospitality can look incredibly successful from the outside while losing money behind the scenes. Revenue is exciting, but margins, cash flow, and operational efficiency are what keep the lights on.

As for what to ignore, I’d say ignore the pressure to look successful before you actually are. You don’t need the biggest space, the fanciest launch party, or a perfectly curated social media presence to build a great company.

And perhaps most importantly, don’t wait until you feel qualified. I entered hospitality without a traditional background in the industry, and I’ve learned an enormous amount simply by doing the work.

Start small, sell early, take care of your customers, and be willing to change direction when the business tells you something isn’t working. The rest you can figure out along the way.