Zed Smith is the chief operating officer for The Cordish Companies. In that capacity—now for almost a decade—Smith oversees all aspects of the company’s operating properties portfolio, which includes numerous high-profile entertainment, mixed-use, and sports-anchored developments located in urban communities nationwide. Many of those developments have been transformative, thanks to their economic and cultural impact. Smith holds a Bachelor of Science degree in accounting from Morgan State University and currently serves on the boards of the Bethel Outreach Center; the Urban Alliance of Baltimore, a national nonprofit that provides internships for Baltimore City public school students; and The Waterfront Partnership of Baltimore.
UL: The Cordish Companies develop and operate hundreds of destinations across the country. How does hospitality play a key role in your business?
Zed Smith: We consider ourselves, first and foremost, a hospitality company. Our in-house expertise and capabilities in both project development and business operations allow us to keep hospitality at the forefront, offering a superior and consistent guest experience at every single one of our destinations across the country. Uniquely among developers, this allows us to not simply build but [also] to operate . . . entertainment venues, restaurants, casino resorts, hotels, coworking spaces, and luxury residential communities. The way we approach our business is from a customer’s perspective. Whether they are attending a concert or event, eating at our dining venues, staying at our casino resorts, or living within one of our residential communities, [they find] a level of service that is an intentional signature experience of ours.
UL: Can you share how your team keeps hospitality top of mind as early in a project as the development planning stages?
Smith: As a multigenerational, family-owned business, we think for the long term. We execute projects that align with our vision to create assets that will thrive for generations. Our focus on ownership and management means that, when we begin a project, we are committing to deliver a first-class product, from world-class architecture and design to exceptional operations. It all starts with first impressions. We ask ourselves: How do we want someone walking into our development for the first time to feel? We bring to life dynamic, immersive experiences that keep bringing people back and create projects that have a positive impact on their broader communities. We’re very proud that this transformational effect has earned us an unprecedented seven Urban Land Institute Awards for Excellence for our revitalization efforts across the country.
UL: When it comes to operations, can you talk us through the hospitality experience that is signature to The Cordish Companies?
Smith: Our core values, and how those translate to our team members, [drive] our signature hospitality experience. We, as developers and operators, are only as good as the people [who] work with us. We take a great deal of time and energy to cultivate a work culture our team can be proud of. It’s important that we hire quality people . . . committed to a hospitality-focused approach and delivering a world-class experience—from our large-scale entertainment districts and casino resorts to our luxury residential communities and Spark coworking spaces.
The Power & Light District kicked off its 2025 Hot Country Nights series in May. The Cordish Companies is focused on a hospitality-focused approach and delivering a world-class experience—from our large-scale entertainment districts and casino resorts to our luxury residential communities and Spark coworking spaces.
The Cordish Companies
UL: How is hospitality evolving in the sectors you work within? How is your team able to cater to that desire for a high-quality guest experience across such sectors as entertainment, restaurants, and residential?
Smith: Technology is continuing to play a critical role in our hospitality operations. It is inevitable, but the question is, how we do maximize on it without losing the personal touches that we believe are necessary for our guests to have a unique experience? I think that could potentially be [by] creating a unique platform where our guests can book a hotel room, restaurant, coworking space, concert, and parking space right from their phones. It’s about creating conveniences in a way that are seamless and fully integrated to maximize the customer experience.
UL: Can you give me an example of The Cordish Companies philosophy of hospitality in one of your key projects? How does this leave a lasting impression for guests and keep them coming back?
Smith: The Kansas City Power & Light District is one of our most mature mixed-use developments, at about 16 years old. Over time, we have measured the quality of our products, offerings, and abilities after that project. From initially launching Kansas City Live! in 2008, the District’s entertainment anchor, the neighborhood has grown to span 12 city blocks, with over 50 dining and retail venues; a Spark coworking space; and four residential communities that house over 2,000 residents. As a ULI Awards for Excellence recipient in 2009, we knew that the Power & Light District could have a lasting impact on downtown Kansas City for generations, but we knew we needed to do it right.
That said, hospitality is not . . . one-size-fits-all. One thing Cordish has always held true to is developing projects that serve as the “living room” of urban destinations across the nation. We never try to define a project but, instead, let the markets determine what the experience should be. What works for Texas might not work for Kansas City, and so on. That is our secret sauce. Our local teams are given the freedom to create experiences unique to each city they work within. Our team members embrace our values by being good citizens and contributing to their communities. That is what makes our projects great.
