"Conversations with Alumni" - Julie Greenman ‘03

Julie Greenman ‘03

Vice President of Restaurant Operations and Training

Wynn Las Vegas

Interviewed by Sofia Kulasooriya '26

What first drew you to restaurant operations? Julia’s start in hospitality was somewhat serendipitous. At 16, she needed a job and noticed a “Now Hiring” sign in a restaurant window. She applied and was hired as a hostess.

How has your role evolved over your years at Wynn Las Vegas? Julia joined Wynn Las Vegas in 2005 as a manager in the 24-hour cafe during the hotel’s opening. Over the past 20 years, she has grown internally through a series of progressively senior roles, general manager, assistant director, and training leader, with time spent in banquets and operations support. Today, Julia oversees roughly half of Wynn’s restaurants directly and leads the division’s training and development initiatives. She describes her journey as one of continuous expansion in both scope and scale.

How was your experience opening Wynn? Although Julia had previous opening experience from her earlier in her career, the opening of Wynn Las Vegas was her first major resort opening in a management role, and one of the largest of its kind. “We opened with 2,716 rooms.” When asked about challenges during that process, she noted that large-scale openings always come with unexpected hurdles, everything from missing equipment and menus to technology malfunctions. “We didn’t have some of our supplies, uniforms, or even menus at first,” she said. “But with grit and teamwork, we made it work.” The post-opening period also came with staffing turnover as employees reconsidered roles, which Julia described as both a challenge and an opportunity: “With turnover comes growth if you have passion and work ethic.”

What were some pivotal moments or mentors that most influenced your leadership philosophy in hospitality? Julia credits her leadership style to a series of strong mentors throughout her career. Early on, a chef she worked under taught her the grit and adaptability needed to thrive in restaurants. Later, figures such as Steve Weitman ’Hotelie, Herman Mobs, Maurice Wooden, Steve Wynn, Mark Shore, and Andrew Pascal modeled the high standards and people-centered leadership that she carries forward today. Julia describes her mentors as “strong personalities who led with vision and accountability.”

How did your time at Cornell shape your approach to managing teams and guest experiences at a large-scale property like Wynn Las Vegas? Julia emphasized that Cornell gave her a critical understanding of how operations connect to financial performance. She recalls applying lessons from finance and accounting to help her own team calculate food and beverage costs. Courses in Organizational Behavior helped her navigate interpersonal dynamics, while Reneta McCarthy’s casino operations class introduced her to the Wynn brand before she ever joined. Professors like Neil Geller, Dave Sherwyn, and Judy Siguaw were particularly influential. Julia reflected that her Hotelie degree became most useful once she reached the general manager level, where both financial and people-management skills merged.

Wynn’s dining program is known for excellence. What operational systems or cultural principles most contribute to maintaining that standard daily? Wynn’s success starts from the top, with a long-term focus on brand and guest experience rather than short-term profit goals. Because Wynn was founded by an entrepreneur who valued world-class service, the company attracts talent who are passionate about excellence. Julia noted that Wynn provides its teams with every tool, resource, and support system needed to deliver at a high standard, while fostering a culture where service and quality are non-negotiable.

How do you balance consistency across outlets with allowing each restaurant’s concept and chef team to retain creativity and individuality? The key is empowerment. Wynn maintains clear operational standards and guidelines but gives each general manager and chef partner autonomy to bring their own creativity to life. “We treat every GM like the owner of their business,” she said, which builds both accountability and pride. Front-of-house and back-of-house leaders are equal business partners with separate reporting lines, ensuring balance between creativity and consistency. While tensions occasionally arise, Julia views them as healthy signs of passion and shared ambition.

In your view, what separates “great” restaurant operations from “world-class” ones in a resort environment? World-class operations master the blend of technical precision and emotional connection. “You can have flawless service steps, but without soul, it falls flat,” she said. The difference lies in human warmth, how teams recognize, personalize, and elevate guest experiences. Product quality and design matter, but what guests remember most are the genuine, emotionally resonant moments that staff create.

What strategies have been most effective in training and retaining high-performing restaurant staff in today’s labor market? Wynn’s strong reputation and pay structure help attract top hourly talent. However, retaining and developing great management talent requires more deliberate effort. She prioritizes hiring for personality and passion, traits like warmth, charisma, and drive, over technical skill, which can be taught. Since COVID, Julia has seen more hourly employees step into management roles, creating a healthy pipeline. She also highlighted Wynn’s cultural shift toward work-life balance.

How do you ensure service culture remains strong as teams scale or turnover occurs? Many Wynn leaders have been with the property since its 2005 opening, and roughly a quarter of all employees are day-one hires. That stability, combined with detailed SOPs and training manuals, helps preserve the culture through staff changes. Wynn also screens candidates for career-mindedness rather than short-term interest, investing in those likely to stay and grow with the company.

Have you integrated any innovative training methods to enhance restaurant operations? While Wynn uses analytical tools like Avero to optimize scheduling and staffing, Julia said the true innovation has been cultural. “The biggest shift since COVID is redefining what success looks like,” she said. “It’s not about who can work the longest hours anymore, it’s about sustainability.” Wynn has expanded headcounts and built flexibility into scheduling to support well-being without compromising service.

What major trends do you foresee shaping luxury restaurant operations in the next few years? Julia predicts that customer relationship management (CRM) will be a defining differentiator. Recognizing repeat guests, remembering preferences, and tailoring experiences will separate the best operators from the rest. She also pointed to the growing importance of visual storytelling in marketing, short videos, social media trends, and viral imagery now drive awareness and revenue. Finally, she noted that guests today are more informed about sustainability, health, and food sourcing, pushing operators to meet higher standards of transparency.

For students or young alumni hoping to build a career in restaurant leadership, what qualities or experiences do you find most valuable? Julia’s advice: don’t skip steps. She believes that working at the line level, whether as a server, host, or manager, is an irreplaceable experience. “You can’t learn the rhythm of a restaurant in a classroom,” she said. She encouraged young alumni to take early management roles, even if they’re not perfectly titled or highly paid, emphasizing that these positions provide foundational lessons. She added that the true value of a Cornell education grows over time, as leadership opportunities expand.

How has AI affected restaurant operations and hospitality leadership? AI, Julia said, is a regular topic in Wynn’s leadership meetings. The company is exploring how AI can streamline repetitive tasks and improve efficiency without diminishing the human element. “We’re looking for ways it can make our jobs easier and help us focus more on the guest,” she explained. Julia believes hospitality is one of the last bastions of truly human-centered work, and while AI will transform systems and processes, it cannot replace the intuition and emotional intelligence that Draft