Oscar Moreno's career in hospitality spans more than 20 years, encompassing roles from busser to executive leadership. Today, as Director at The University of Texas Club, he leads operations at one of the University's premier dining venues.
Foundation in Service Excellence
Moreno's hospitality career began at Olive Garden, where his manager's hands-on leadership style left a lasting impression. "He knew everything from equipment repair to wine service," Moreno recalls. "And he told me something that stuck with me: we have a responsibility to bring a little joy to people."
That manager shared an observation that shaped Moreno's career philosophy. People weren't eating at home as much anymore. That shift meant restaurants weren't just serving food; they were creating experiences that used to happen around family dinner tables.
By age 19, Moreno had progressed to General Manager of a high-volume bar generating $7 million in annual revenue in Laredo, Texas, his hometown. It was a truck stop bar that played country music and sold plenty of beer and whiskey—the pace never slowed and the challenges were constant.
Roots in Border Hospitality
Moreno's approach to service was shaped in Laredo, a Texas border town where hospitality culture runs deep. In the community where he was raised, exceptional service wasn't reserved for fine dining establishments—it was the expectation everywhere, from roadside fruit stands to upscale restaurants.
"It doesn't matter where you go in Laredo, the service is top-notch," Moreno explains. "It's just different there."
Growing up along the border provided unique experiences that informed his worldview. As a teenager, he and his friends would regularly cross into Nuevo Laredo for concerts and cultural experiences, fostering an independence and cultural fluency that would later serve him well in managing diverse teams and clientele.
The hospitality workers in Laredo were typically supporting their families through their careers in the restaurant industry. This created a service culture built on pride, consistency, and genuine care for guests rather than transactional interactions.
Following five years managing the high-volume bar, Moreno transitioned to boutique hotel operations at La Posada, where he gained experience across multiple outlets, including café service and fine dining. This diversification proved crucial for his later career trajectory.
"In Laredo, if you walk in five minutes before closing, they're happy to have you there. That sense of genuine hospitality—where taking care of people matters more than convenience—that's what I try to bring to every operation I lead."
Professional Development in Austin
When Moreno relocated to Austin, he encountered a competitive market that required both humility and determination. Despite his management background, he began at the AT&T Hotel and Conference Center as a busser.
"I was crushed, but also grateful," Moreno acknowledges. "I had a four-year-old son and needed to support him. I knew I still had more to learn, so I understood the decision."
Moreno immediately invested in professional development. Within weeks, he advanced to server, then assistant manager, ultimately becoming Outlets Director overseeing banquet operations and multiple dining venues.
Along the way, Moreno earned his Level One Court of Master Sommeliers certification and developed deep expertise in wine program management.
Strategic Leadership at the Longhorn Club
In 2024, Moreno transitioned to his current director position at The University of Texas Club, Sodexo Live!'s membership-based venue at Darrell K Royal-Texas Memorial Stadium. The Club, in only its second year of operation under Sodexo Live!, presents unique challenges distinct from traditional restaurant or hotel dining.
"Our success thrives on the support of our valued members," Moreno explains. "The more members we have, the more programming we can offer and the better value we can provide."
Innovation and Program Development
With operational stability established, Moreno is implementing strategic initiatives to differentiate the Club's offerings and position it for growth:
- Wine Program Restructuring: Moreno is developing a comprehensive by-the-glass program featuring the Club's entire wine inventory—approximately 100 selections. The Club will utilize wine preservation technology to maintain quality while offering unprecedented choice and value. "No one's really doing that in Austin anywhere," Moreno notes. "The goal is a cleaner menu with more sophisticated options that still feel approachable."
Staff Certification Program: Moreno has designed an eight-week sommelier training course for select staff members, modeled on the Court of Master Sommeliers curriculum. Three staff members are currently enrolled in the pilot program, which covers wine theory, production methods, wine law, appellations, and service standards.
"If all my servers are wine certified and first-level sommeliers, that brings tremendous value to the club," Moreno explains. "Members will want to bring guests here because they know the service and knowledge will be exceptional."
- Menu Development: Working collaboratively with Executive Chef Nahun Rivera, Moreno balances culinary innovation with data-driven menu planning. When the fall menu was being developed, his sales analysis ensured high-performing items like the club burger—representing 15% of sales—remained available while allowing creative development in other areas. "Chef brings the creativity, and I bring the numbers," he explains. "It's true teamwork."
Understanding the Market
The Club serves a unique constituency: University of Texas stakeholders who expect both sophistication and authenticity. Moreno describes the ideal experience as "high-end casual"—where members can wear boots and jeans while enjoying fresh oysters and quality wine.
This balance reflects broader Texas hospitality culture, where warmth and professionalism coexist naturally. Moreno's service philosophy, shaped by his Laredo upbringing, emphasizes genuine care for guest experience rather than rigid formality. His guidance to servers is clear: be polite, be professional, be knowledgeable.
Future Trajectory
"New members join because they come once and experience excellent operations—lunch service, happy hour, regular dinner service. Private events are important, but you really reach people during regular service when they're sitting at a one-top by themselves and have a great experience."
His six-month operational goals include comprehensive staff knowledge development across food and beverage offerings, with wine certification as a longer-term objective. "That's how we build something special."
A Career Built on Relationships
Throughout the conversation, Moreno repeatedly returns to the people who shaped his journey—the managers who taught him that hospitality means creating experiences, the mentors who gave him opportunities, and the team members who execute his vision daily.
"We want to be part of people's lives in some way," Moreno reflects. "Whether it's a casual lunch or a special celebration, we have the opportunity to create meaningful experiences. That responsibility—to bring a little joy to people—that's what keeps me going."
"You don't move up without guidance and mentorship. Every position I go to, no matter how senior, I still want to learn from someone else. I always want to be open to being taught something."
