Photo By Josie Anderson | NEXCOM CEO Rear Adm. (Ret.) Robert J. Bianchi recently sat down with leaders from...... read more read more
Editor’s Note: The following Q&A has been edited for clarity, length and readability while preserving the intent of remarks by NEXCOM CEO, Rear Adm. (ret) Robert Bianchi, during the 2026 NEXCOM Hospitality Group (NHG) Leadership Symposium Fireside Chat in San Diego, California.
What leadership experience most shaped how you think about leading large, complex organizations?
One of the most formative experiences of my career was in 1995 working as a lieutenant commander at the Pentagon on the Navy budget. It exposed me to the entire enterprise and gave me a front-row seat to how senior leaders think, make decisions and balance competing priorities.
It also taught me the value of relationships. The networks you build throughout your career matter. Years later, when I was serving in senior leadership roles, I could pick up the phone and call trusted counterparts across the Navy because those relationships had already been established.
Every assignment adds another tool to your leadership toolbox. The key is learning from each one.
What makes the Navy lodging legacy so important to NEXCOM today?
The Navy lodging program was purpose-built to support military families. That mission shaped everything from the facilities themselves to the way we think about customer service.
That family-focused culture remains one of the strongest parts of NEXCOM’s identity today. It reminds us that hospitality is not simply about providing a room. It is about supporting Sailors and families during important moments in their lives.
How did your operational Navy experience influence your view of hospitality?
As a Supply Corps officer, quality of life was part of our mission every day. Food service, laundry, mail, retail and lodging all contribute to readiness.
One lesson that stayed with me is that people remember the little things. You can do a hundred things right, but if a Sailor encounters a problem at the wrong moment, that becomes the lasting impression.
That is why attention to detail matters. Leadership is often found in the small things that demonstrate care for people.
What surprised you most about becoming NEXCOM’s first civilian CEO?
In uniform, many assignments are relatively short. As a civilian CEO, you live with your decisions much longer.
You get the opportunity to think more strategically and invest in long-term outcomes. At the same time, you own both the successes and the setbacks.
That reality forces you to think carefully about the choices you make because you will be there to see the results.
What was the key to successfully creating the NEXCOM Hospitality Group (NHG)?
The biggest factor was bringing people together and learning from each other.
We had two organizations, NEXCOM and CNIC, with different cultures, systems and operating approaches. The goal was never to declare one side right and the other wrong. The goal was to identify the best practices from both and build something stronger. And we did that while still preserving the individual essence of each Navy Inn, Navy Lodge and Navy Crew Stay.
The working groups that helped shape the integration of NHG deserve tremendous credit. They helped create an organization that is far more capable today because of that collaboration.
Why is integration between NHG and NEXCOM’s other business lines so important?
Our patrons may see different organizations (NEX and NHG), but they are inextricably linked.
Whether someone stays in one of our hotels, eats at our food courts, fuels up at one of our gas stations, purchases uniforms or other retail products, they expect value and hospitality. Our responsibility is to make sure we operate like one enterprise.
The stronger our integration becomes, the better experience we can deliver.
What is the best response to discussions about privatization of Navy lodging?
Performance.
The strongest argument for keeping Navy lodging within a military command like NEXCOM is consistently delivering outstanding results. Financial performance matters. Guest satisfaction matters. Facility improvements matter.
Most importantly, we support readiness and quality of life in ways that directly benefit Sailors and their families. If we continue delivering exceptional service with optimal performance, we will always have a strong case to make.
What leadership advice would you leave with NEXCOM leaders?
Processes matter. Systems matter. Performance metrics matter. But leadership ultimately comes down to taking care of people.
When leaders genuinely care about their teams and their customers, good outcomes usually follow. That principle has remained true throughout my entire career.
| Date Taken: | 06.01.2026 |
| Date Posted: | 08.12.2026 16:32 |
| Story ID: | 572260 |
| Location: | US |
| Web Views: | 23 |
| Downloads: | 0 |
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