Get in touch

Curtis Crimmins

Hotelier. Real estate operator. Founder.

From the housekeeping cart to the ownership table.

The question

Why do the people who pay for something so often see the least of what they get?

In a hotel, the guest sees the lobby and pays for the room. In a town, the household sees the substation and is told about the tax base. The cost is always legible. The benefit rarely is.

Curtis Crimmins has spent his working life on the operator's side of that distance, first in hospitality and then in the data that hospitality declined to share. His current work applies the same principle at the scale of infrastructure.

He starts companies. He writes. He advises people building robots that work beside human beings.

Biography

Listen to the biography3:44

His mother was a hotel housekeeper. He has been one too.

Curtis Crimmins grew up on the Georgia coast between Savannah and Saint Simons Island, where visitors came for the islands and the people who lived there cleaned up after them. His mother cleaned rooms at a Motel 6, a Comfort Inn, and the traveler motels along the highway, and he saw the hotel business first from the back of her cart. The family was poor, and the poverty came with company. Illiteracy, addiction, and crime were facts of the street he grew up on.

Curtis as a teenager, in glasses, kissing his mother on the cheek
His mother
Michael kissing Curtis on the cheek at sunset by the water
Michael. Thirteen years.
Curtis in a suit in a hotel laundry room, arms around two colleagues
Hotel laundry

The record

Every job in the building, in roughly the order a building hands them out.

  1. BeginningConcierge, housekeeper, front deskStarting at The Cloister at Sea Island
  2. OperationsGeneral manager, then area vice presidentMarriott, Ritz-Carlton, Hilton, IHG, Best Western. Certified Hotel Administrator.
  3. BuilderBuilt a Hampton Inn, a Fairfield Inn, and a Best Western Premier; renovated dozens moreIndependent and branded, assets exceeding one hundred million dollars
  4. ScaleChief of StaffOYO, during its United States expansion
  5. 2020 to nowFounder, Roomza, Inc.Room-level truth for hotels. Live and bookable.
A hotel team of about thirty people in uniform in front of the entrance, Curtis in a suit at the center
The people who run the place

A building is a promise made to two sets of people: the ones who pay to be inside it, and the ones who live next to it. Crimmins has been accountable for the first promise for his entire career. The second is about to matter a great deal more.

Roomza

Hotels sell rooms while disclosing very little about the room.

He founded Roomza in 2020 because that seemed untenable. It is the truth layer for hotels at the level of the individual room: view, noise, condition, bed, accessibility, scored from real stays and from signal derived on the open web. Hotels cannot edit or purchase a score. It is live and bookable today.

Roomza was the first thing he built to close the distance between what a buyer can see and what a buyer receives. That distance turned out not to be a hotel problem.

Elsewhere

He advises robotics teams on machines that work alongside people rather than in place of them. With Stephen Dolinko, DVM, he is building Snoot, which gives the assistant people already use access to their pet's real veterinary history, with a veterinarian in the loop.

Now

The next company.

Crimmins is building a company that makes the benefits of large infrastructure, beginning with the data centers behind artificial intelligence, visible to the households that live beside it. It applies what he learned running hotels to the buildings that towns are now being asked to host. Details will follow when the company is public.

Curtis on a conference stage in conversation beneath a screen reading AI Is Not the Threat. Guest Behavior Is.
On stage, on the record

What he believes

  • Hospitality is a human act, not a building type.

  • The person paying should never know less about what they are buying than the people selling it.

  • A benefit can be economically real and socially invisible. That distinction is the whole problem.

  • Workers usually know what is broken long before executives do.

  • “Industry standard” often means nobody has fixed it yet.

  • Technology should make people more capable, not make them disappear.

  • The servers may be hidden. The economics will not be.

  • Kindness and niceness are not the same thing.

In the press