Creating Beautiful Chaos at The Drake

by Ana Yuristy, Chief People + Brand Officer, The Drake Hotel

From an early age, I understood that hospitality could be a space where art, design and human connection converge. I come from a family of artists—my dad is a painter and sculptor, and my mom is an art curator with a gift for meticulous travel planning. Our family trips weren’t just vacations. They were immersive experiences that planted the seed: hospitality, when done right, is both an art form and an act of care.

It wasn’t just the aesthetics or service that stayed with me—it was the way those things came together to make you feel something. That emotional resonance would become a compass for my career.

One of my earliest core memories is from a Boston hotel breakfast I experienced when I was nine years old. I ordered a stack of waffles with whipped cream served on a pristine marble countertop. It felt like pure decadence. I cut into it, and the waffles spun off the plate and landed squarely in my lap. Embarrassing? A little. Unforgettable? Absolutely. I also remember packing my suitcase with every hotel amenity I could find, from shampoo to shoehorns, thinking that’s just what you did. It was my first lesson in the “wow” factor—that moment of arrival when a space, a plate, a gesture makes you feel like you’re part of something elevated and intentional.

My path into the industry was anything but traditional. I started on the front lines, serving and managing at small inns, resorts, and hotels, including a stint in Halifax as an innkeeper at just 22 when someone literally handed me the keys and said, “I’m going golfing. You run the place.” That sense of early responsibility was as exhilarating and formative as it was terrifying. I worked at an eco-tourism resort in the Caribbean, took summer jobs in Muskoka, and eventually pursued an MBA in Hospitality & Tourism at the University of Guelph—with the generous support of scholarship funding. My education taught me the language of systems and strategy, but it was the field work that taught me resilience, intuition and how to lead with both heart and head.

That next chapter took me into hospitality software, implementing systems at properties across the U.S. It might sound like a detour, but it was actually where my perspective crystallized. I got to peek under the hood of operations—what worked, what didn’t, and why. I saw how culture shows up in numbers, in processes, and in team dynamics. It made me a better operator and, ultimately, a better leader.

When I joined The Drake as Hotel Manager, we were a single property on Queen Street West. Fast forward to now—I’m the Chief People and Brand Officer, overseeing everything from HR and IT to marketing, brand, design and culture. I often say I’ve had four careers within one brand. And while the scope has evolved, the heartbeat remains the same: creativity and structure need each other.

The Drake is known for its boldness—its design, art, food, and cultural programming. But what makes it work behind the curtain is something far less flashy: systems. I’m the person who builds the SOPs, audits KPIs, and yes, obsesses over how beds are made. Not because I’m overly rigid, but because I know creativity needs defined standards and structures to thrive. I live in the space between chaos and order, and my job is to translate vision into reality—to take the intangible and give it structure, without dimming its spark.

In the hospitality industry, real innovation and genuine guest warmth come from a place of operational steadiness. When the foundation is strong, the magic can happen on top.

I didn’t have a singular mentor, but I’ve had hundreds of mentors in moments—observing leadership styles, soaking up lessons, and asking questions. I’ve worked alongside visionaries with the guts to take big swings—to buy the derelict building and dream something into being. I may not be the one swinging the sledgehammer, but I’m the one building the scaffolding to support it all.

To those considering a career in hospitality: your early roles matter. Whether you’re serving, hosting, or folding towels, you are building foundational skills in adaptability, empathy and execution. This might start as a side hustle, but it can absolutely grow into a calling. And if we want to attract and retain great talent, we need to create environments where people can see long-term career pathways and real quality of life.

That means rethinking hospitality as a space where you can build a family, lead a team, and make an impact. It means honouring creativity without sacrificing structure. And it means showing the next generation that this is more than a job—it’s a profession that rewards curiosity, grit, and the courage to care.

That’s what I’ve found in hospitality. And it’s what I hope others can find, too.