From One Hotel to 37: Paul Coury's Secrets to Scaling With Heart

What if scaling your business meant facing your biggest inner transformation yet?

When Paul Coury opened his first hotel in 1999, he wasn’t chasing headlines; he was solving a puzzle. A former banker turned visionary founder, Paul quietly revolutionized the lifestyle hospitality space, one historic building at a time. But the story behind the awards and expansion? That’s where the real leadership journey lives.

In this episode of Inner Work, host MaryAnn Means-Dufrene sits down with Paul to uncover the emotional truths behind building a high-performing, culture-first company while staying grounded in purpose.

The Disruption: Betting on a Vision Before It Was Cool

Before “boutique hotel” became a buzzword, Paul Coury was already doing the work. Inspired by pioneers like Kempton and Ian Schrager, he reimagined old buildings into community-rooted experiences. His first project, the Ambassador Hotel in Tulsa, opened in 1999.

Convincing lenders? Brutal. Navigating six economic cycles? Relentless. But Paul never stopped. “Everyone had a very small risk tolerance,” he recalls. “It took showmanship and a lot of no’s before someone said yes.”

The Inner Work: Pressure, Steadiness, and Self-Trust

Growth demanded more than strategy; it required inner expansion. As Coury Hospitality grew, Paul faced the kind of stress that tests identity. “You’re always one decision away from everything shifting,” MaryAnn reflects. Paul agrees, crediting his ability to stay emotionally steady under pressure: “Stress doesn’t drive me; it sharpens my focus.”

He didn’t just survive the pressure. He used it as fuel to grow without losing the heart of his business.

The Rebuild: Listening to the Hard Feedback

After COVID, Paul learned that his team, then over 500 employees, felt disconnected. That moment was a turning point. “It hit me hard,” he says. He responded by launching internal CEO addresses, leadership calls, and transparency systems that now serve a team of nearly 3,600.

“I don’t want to be the decision-maker for everything,” Paul says. “That’s not leadership; that’s a bottleneck.” His leadership now? Top-tier hires, empowered teams, and systems that reflect his values, not just his name.

What I Know Now: Letting Go Is the Real Growth

Paul's advice for founders and execs who are scaling big visions:

• Build the team before you're "ready." Top talent is worth every sacrifice.
  
  
• Don’t wait for scale to force structure. Lead with systems and culture from day one.
  
  
• Stay human, even when you’re busy. Connection is your competitive advantage.
  
  
• Let go of being essential. It’s the only way to grow something that lasts.
  
  

Leadership doesn’t just happen in strategy decks or board meetings. It’s in the hard conversations, the emotional recalibrations, and the willingness to evolve your role.

🎧 Listen to the full episode now!