Tina Hewett-Gordon was appointed general manager of Kennebunkport’s Nonantum Resort just two years after starting her first job there, fresh out of college. She recalls being surprised by the offer, but the owner at the time recognized her leadership skills. He said to me, “You’ve got what it takes. You’ll figure out the rest.” She’s now in her 33rd year with the hotel.
In addition to leading a staff of 200 during peak season, Hewett-Gordon serves on the board of the Maine Tourism Association and as treasurer of Hospitality Maine. In 2025, she was inducted into the Maine Tourism Association Hall of Fame.
In her community, she supports Special Surfers, is active in her church and is president of the Kennebunkport Business Association. This past year, Hewett-Gordon led a critical effort to ensure that the tradition of the Christmas Prelude could continue; the series of events are huge economic drivers for the region.
Mainebiz: You’ve seen the resort through some challenging times over the past few years, with the pandemic and with the issues over worker visas. How have you maintained a steady workforce?
Tina Hewett-Gordon: The Nonantum is a family-owned, employee-centric business, and we have worked diligently to build a company culture of acceptance and inclusion. We purposefully hire all demographics. We are often a young person’s first employer and we employ many retirees who are enjoying a second act in their professional lives.
In 2021 we launched our Raising People Up initiative. We began by hiring people who were recently released from incarceration and have grown to intentionally hiring people in recovery, new Americans, people with disabilities, and women residing in the Southern Maine Women’s Reentry Center, who are reacclimating to life outside of incarceration.
We are a designated Recovery Friendly Workplace. Raising People Up reflects our belief that hospitality is about caring for people, not just serving guests. We have found that people want to work for a company that serves them as much as they serve it.
We have an incredibly high percentage of employees who return year after year and typically only need to hire approximately 40 people annually.
MB: Vacationland is a very popular visitor destination. What are you doing to help the Nonantum stand out among the competition?
THG: The Nonantum stands out because of our unwavering commitment to genuine hospitality. In a time when exceptional service is becoming increasingly rare, we continue to invest in our team, our property and our community, and our guests feel that difference.
MB: How would you describe your leadership style?
THG: I’m approachable and rooted in leading by example. I believe in modeling behaviors and work ethic that we expect from our team and would never ask someone to do something I wouldn’t be willing to do myself.
I strive to create an environment built on mutual respect, teamwork and accountability.
MB: What would you say is the most challenging part of your job? What part is the most fun or rewarding?
THG: The most challenging part of my job is managing growth. The Nonantum and its business, along with guests’ expectations, have grown exponentially over the years.
What I enjoy most is the people — both our team and our guests. I love watching our team provide genuine hospitality and seeing returning guests become a part of our extended family. It’s a privilege to watch families grow over the years and to know we’ve helped create the memories and traditions that keep them coming back.
