Frankfurt am Main, 08 September 2017 - September will see changes in key personnel at a number of IntercityHotels in Germany as several General Managers move to new locations.

Anton M. Wüstefeld will be taking up the reins at the IntercityHotel Frankfurt Hauptbahnhof Süd, which will become the brand’s new flagship when it opens for business in 2019. Mr. Wüstefeld most recently completed a successful long-time stint as General Manager of the IntercityHotel Frankfurt Airport. He can look back on 45 years in the hotel business and will be bringing all this experience to bear as he guides the hotel through its pre-opening phase and ensures a smooth transition to regular operations.

Uwe Troll will be taking over as General Manager of the IntercityHotel Frankfurt Airport following nine years spent successfully establishing the IntercityHotel Mainz, which he ran from the pre-opening phase onwards.

Mr. Troll’s replacement will be Matthias Sieber-Wagner, who is moving from Nuremberg. Mr. Sieber-Wagner already has experience of his new place of employment, having acted as Deputy General Manager there in 2010. He subsequently moved to the Corporate Office as Group Revenue Manager before being appointed to head up the IntercityHotel Nuremberg in June 2013.

This vacancy will in turn be filled by Stefan Marczinkowski. Mr. Marczinkowski began his career in the group in 1996. He held various positions before advancing to become General Manager of the IntercityHotel Magdeburg during the past four years.

Marcus Cameroni, previously Director of Leisure Sales within the Central Sales Team, will be leaving Deutsche Hospitality Corporate Office to take on a new challenge as General Manager in Magdeburg. 

St. Louis, MO, September 08, 2017 -- Midas Hospitality, a premier hotel management group, recently hired Jim Cavallo and promoted Michael Heater as Regional Operations Leaders.

In this position, both Cavallo and Heater will oversee approximately 12 to 15 hotels, creating and cultivating an environment that complements Midas Hospitality’s vision. This includes a hands-on leadership approach with respect to top-line revenue, guest service, profitability, and associate satisfaction. They will guide each hotel’s general manager in all aspects of hotel operations, as well as support their training and growth in order to achieve success. Cavallo and Heater will ensure brand compliance and set department goals in regard to achieving top rankings for service with all brands.

Cavallo has more than 27 years of hotel experience in multi-property management. Prior to joining Midas Hospitality, he held numerous positions including area vice president and regional general manager for companies located throughout the country. Heater, who has more than 25 years of hospitality experience, joined Midas Hospitality in 2013 as a Hotel General Manager in Greenville, S.C. The success of this hotel and his ability to develop his staff has resulted in his career advancement. Prior to Midas, he worked in numerous manager capacities at several South Carolina hotels.

“We are extremely fortunate to have both Jim and Michael in these leadership positions,” said Rob Willard, President and Principal. “They both possess the background we need to oversee our new and existing properties.”

ATLANTA, GA (September 8, 2017) – Atlanta-based Hotel Equities (HE) recently named Susan Greenberg as the Regional Director of Sales for a portfolio of the firm’s hotels in Texas.  She reports to Drew Salapka, Vice President of Sales & Revenue Generation.  Responsible for all sales, marketing, public relations and market share growth for the firm’s growing Texas portfolio, Ms. Greenberg directs the firm’s sales teams to peak performance.

“Susan is an award-winning professional who brings a wealth of experience and impeccable credentials in hotel sales and marketing to her new post,” said Mr. Salapka. “She knows the Texas market and the brands that we manage.    In addition to building relationships with her clients, she enjoys sharing her expertise, training and mentoring her sales teams.  She is a great fit for our firm.”

Formerly with The Embassy Suites Austin Central as Director of Sales and Marketing, Ms. Greenberg also served in similar positions with Marriott full service hotels in Richmond and Austin.  Throughout her career, she held leadership posts in sales with the Omni Hotel Austin Downtown and Westin Hotels and Resorts.  

“Hotel Equities continues to invest in infrastructure by making strategic external hires that place top talent in sales, revenue management and operations positions,” said Joe Reardon, HE’s SVP of Business Development and Marketing.  “We believe in having strong boots on the ground to support our great portfolio of assets.  With Susan, we have a mentor and a sales professional who gets the job done.”

Ms. Greenberg holds a B.A. in Sociology, Asian Studies from Tufts University.   A professional chef with a keen interest in culinary arts, she earned several professional certificates in food and beverage management and holds a Culinary Theory Certification from Académie de Cuisine.  Other interests include travel, golf and reading.  She and her husband live in Dripping Springs, Texas with their two dogs.

Jackson, Miss. (September 2017) – Wischermann Partners is thrilled to announce the appointment of Theresia Kelly as Director of Spa at The Westin Jackson, which opened in August. With more than 18 years of experience in the spa industry, Kelly will oversee all aspects of Soul Spa’s management and help the spa reinforce The Westin Jackson’s mission to boost travel and tourism in downtown Jackson and transform every guest’s stay into a revitalizing experience.

“There isn’t a better person than Theresia Kelly to lead our new spa on property in Jackson,” said Mike Burton, General Manager of the Westin Jackson. “With her dedication to wellness and healthful lifestyle, along with her commitment to excellence in providing thoughtful and progressive leadership, Kelly will lead the new spa team to ensure every guest’s spa experience is relaxing, memorable and thoughtful.”

Welcoming both hotel guests and Jackson locals, Kelly will oversee the new one-of-a-kind destination in the city. An oasis of beauty and tranquillity and the only ESPA partner in the state of Mississippi, Soul Spa offers guests the highest quality services, including massages, facials, body treatments and nail services, within a modern and sophisticated urban setting. Soul Spa consists of seven treatment rooms, manicure and pedicure stations adjacent to the reception area, sauna, experience showers and an outdoor courtyard with a whirlpool. The spa is partnered with United Kingdom-based ESPA to carry their premier product line, and is the only ESPA provider in Jackson.

Having extensive experience in luxury spas, resort spas and medical spas, Kelly opened the Wellness Store and Day Spa in Rhode Island in 1999, which she expanded to three locations in historic Wickford Village, Newport and Barrington. As a result of this achievement, she was rewarded “Best New Health and Beauty Store” by Rhode Island Monthly magazine. Kelly has also personally offered education classes in wellness and lifestyle, yoga instruction and healthful lifestyle consultations, going on to be a spa educator throughout the entire Northeastern region of the United States.

“As a spa professional and the new Spa Director at The Westin Jackson, I am committed to the satisfaction of guests with all treatments and services offered,” says Kelly. “The Westin Jackson is the premier property in the vibrant community of Jackson, Mississippi. Jacksonians and hotel guests alike deserve the absolute best spa experience possible and we work tirelessly to provide an elevated, relaxing environment for all.”

Born and raised in the historic town of Heidelberg, Germany, Kelly moved to the United States to attend the Eastern Oregon University, where she received her Bachelor of Arts in Sociology and Psychology in 1993.

CHARLOTTE, N.C. and MCLEAN, Va. - Hilton (NYSE: HLT) today announced the opening of its newest hotel, the dual-branded Hilton Garden Inn Charlotte/SouthPark and Homewood Suites by Hilton Charlotte/SouthPark, bringing a total of 270 new rooms to the beautiful SouthPark area. Located in the state's major commercial hub, Hilton Garden Inn and Homewood Suites by Hilton Charlotte/SouthPark will help welcome the 26.8 million travelers visiting the Charlotte region annually*.

"Boasting attractions like Freedom Park, BB&T Ballpark, the NASCAR Hall of Fame and several museums contributing to the city's versatility and vibrancy, the Charlotte region attracts visitors for many reasons," said John Bensing, general manager of the dual-brand property. "Whether visiting for business or leisure, our dual-brand property provides diverse accommodations for visitors with varying needs, and our convenient location and value-added amenities deliver savings and quality that today's guests demand."

Developed and owned by a joint-venture comprising of a Crosland and Tate partnership; two long-time Charlotte families involved in local real estate for decades, and Chartwell Hospitality, a Nashville based hotel owner/developer/operator. Both properties will be managed by Chartwell Hospitality LLC. Hilton Garden Inn and Homewood Suites by Hilton Charlotte/SouthPark are both located in the affluent SouthPark neighborhood at 4808 Sharon Road,

The dual-brand concept creates enhanced and larger communal areas than what would be standard at a stand-alone property, benefiting both business and leisure travelers.  The hotel has two distinct lobbies and dining areas - each catering to the needs of their respective guests - as well as a 24-hour fitness center and outdoor heated pool for guests to unwind. The hotel also offers 2,500 square feet of flexible meeting space that can accommodate up to 120 people, equipped with audio-visual equipment and various catering options.

For more information or to make a reservation, visit Hilton Garden Inn Charlotte/SouthPark or call +1 704 362 5080 and Homewood Suites by Hilton Charlotte/SouthPark or call +1 704 442 4050.

Brighton, CO – September 8, 2017 – The 78-room Fairfield Inn & Suites by Marriott in Brighton, Colorado is scheduled to open today with its smart, inventive public space and guest room design, and its bright and inviting décor. Located at 948 Platte River Boulevard, the Fairfield Inn & Suites Denver Northeast/Brighton will operate as a Marriott franchise, owned by Platte River Property, LLC. and managed by Collier Hotel Management Group, Inc. of Broomfield, Colorado.

Located 19 miles from Denver International Airport and just five minutes from downtown Brighton, the Fairfield Inn & Suites Denver Northeast/Brighton offers guests convenient access to downtown Denver, Adams County Fair Grounds, Barr State Park and Platte Valley Medical Center.

“Delivering both function and comfort, our new design and décor elevate the Fairfield brand, setting a new standard in the moderate tier category,” said Callette Nielsen, vice president and global brand manager, Fairfield Inn & Suites. “At Fairfield Inn & Suites, we provide an easy, positive and productive travel experience, as well as the promise of consistent and reliable service at an exceptional value. The Fairfield Inn & Suites Denver Northeast/Brighton is a truly stunning example of the brand’s contemporary look and feel, and we are pleased to introduce Fairfield Inn & Suites hotels in the Brighton area.”

From the moment they arrive, guests are welcomed by the hotel’s modern, bright new design features, including an updated exterior with a signature tower, a curved porte-cochere and an inviting glass entrance that ushers them into the hotel. Once inside, guests experience the hotel’s open public space featuring natural light and views throughout the lobby to connect the indoors with the outdoors. Consistent with the Fairfield brand’s heritage of great service and a warm welcome, guests are greeted by associates who can easily move from behind the angled front desk to interact and answer questions.

In the lobby area, guests can choose to be productive, relax or enjoy breakfast or a snack in a modern and flexible environment featuring a vibrant, natural color palette of greens, blues and oranges. Guests can also unwind in the lobby’s inviting living area ― whose focal points include a natural stone hearth, organic-shaped sofa and lounge chair, and unique local features — or they can grab a drink or snack item from the 24/7 Corner Market.

"Our goal is to firmly position this Fairfield Inn and Suites as the top hotel of choice in the Brighton area for both business and leisure travelers," Collier Hotel Management Group's President Jason Collier said.  "We are introducing a hotel with amazing features that will fit the needs of the City of Brighton, while providing jobs for the local community. We are pleased to be with the Marriott family and we are committed to delivering the same high level of customer service that Marriott guests at all hotels have come to expect."    

The breakfast area’s signature farm table provides a central gathering place where guests can watch television, meet up with colleagues or get work done. In the morning, guests can enjoy complimentary hot breakfast, choosing from oatmeal, scrambled eggs, sausage, make-your-own waffles and other healthy items, such as fruit, yogurt, and whole grain cereals and breads.

The signature “smart” room décor warmly welcomes guests into a comfortable, productive and restful environment. Flexible and functional, the guest room includes a well-designed work area, an ergonomic chair, task lighting and electrical outlets where guests need them. A curved, mobile desk enables guests to create their own work space, while also optimizing their television viewing. Each room also features the latest in-room entertainment technology, allowing guests to access their Hulu and Netflix accounts, as well as YouTube, Pandora and Crackle, through the HDTV in their guestroom.

Inspired by nature, the hotel’s thoughtfully designed rooms and suites place the living and working area near the window to allow for more natural light and views. Building on this natural design, the room décor features organic patterns and fresh colors, blending wood tones with bright pops of color. The new design also places the sleeping area toward the middle of the room, helping to give guests a better night’s sleep on plush mattresses, as well as easier access to the bathroom and wardrobe. The bright, spacious living area also offers a comfortable couch, refrigerator, coffeemaker and microwave.

Additional hotel amenities include an indoor swimming pool, a fitness center, valet laundry service, complimentary Wi-Fi, as well as fax and copy services. The hotel also offers 1,250 square feet of meeting space to accommodate functions of up to 100 people.

ATLANTA—Kemmons Wilson Companies (KWC) announced that it will merge its hotel management operations—the company’s wholly-owned subsidiary, Wilson Hotel Management, LLC—with Valor Hospitality Partners. In addition, KWC will be making a substantial investment in the combined entity, which, along with the merger, is expected to immediately accelerate Valor’s growth. Neither company disclosed terms of the merger.

The company will be headquartered in Atlanta and London while retaining an office in Memphis. The combined operations will encompass 41 properties in the U.S. and the U.K., with 48 corporate employees and well more than 3,000 team members within the hotels. Several of the projects within the U.S. and U.K. are currently in various stages of development or in the pipeline.

Euan McGlashan, co-founder and managing partner of Valor, noted, “When Steve Cesinger and I formed Valor over five years ago, we chose the name Valor to represent our core values of integrity, courage, transparency, and tenacity, and we could not be more pleased to have found a partner with such a strong cultural fit along with a longstanding, highly regarded reputation in the hospitality industry. Kemmons Wilson is one of the most relevant names in the hotel industry, and we are truly humbled and proud to be linked with such an iconic and storied family. This merger is the result of building our reputation through strong commercial results all wrapped in an authentic, award-winning culture where associate engagement means everything to us.”

McLean Wilson, principal, Kemmons Wilson Companies, added, “We have been developing and managing hotels since 1952 when our grandfather, Kemmons Wilson, started Holiday Inn. Over the past 65 years, we have franchised multiple brands, learning the nuances of each. Valor’s proven track record with their team members, excellent service, their focus on full-service hotels and an international portfolio really solidified them as the absolute right partner for us. We are excited to expand our efforts in the hospitality arena through our significant investment and strategic partnership with Valor. Together we can do more and execute better than we could have alone—a real one plus one equaling three.”

Both WHM and Valor have similar strategic visions that a merger will help them realize more quickly. The new entity will leverage the strengths of both companies to continue delivering award-winning service that owners and patrons enjoy and have come to expect. They also remain committed to their focus on culture, ensuring their team members truly understand their importance to and impact on the success of the business.

“Our partnership discussions naturally evolved from our initial conversations because we discovered how aligned our values are for each company and that we have a strikingly similar focus on people and their empowerment in the business,” shared Steve Cesinger, co-founder and managing partner, Valor Hospitality Partners. “Kemmons Wilson’s impressive story strikes a strong chord with Euan and me, as self-made entrepreneurs in the hospitality industry ourselves. We’re thrilled to see these two companies come together and look forward to leading the combined venture into a new era of hospitality management.”

By Maggie Nichols

If you flip through your grandparents’ old photo albums, you’ll notice that their vacation pictures look very different to yours.

While they may have captured the moment they sat down for a themed dinner in a hotel restaurant, your snapshots are more likely to show off your best food truck finds.

It’s just one of the many ways that travel and tourism have changed in recent decades. To keep up with those modern trends and preferences, hotels must identify new ways to keep guests checking in year after year.

“What guests want during their hotel stay is constantly evolving,” notes Geraldine Guichardo, Head of Americas Research with JLL’s Hotels & Hospitality Group. “A robust loyalty program and spacious guest rooms were once top of mind for consumers. Now, they crave more bespoke experiences influenced by local culture.”

Hotels that already benefit from a great location and good transport links in small and large cities have to think more creatively when it comes to giving guests things they can’t get from another hotel. And it goes way beyond offering multiple charging sockets and fast, reliable wifi to upload all those holiday pictures onto social media before you fly home.

Unique experiences

Travel nowadays is all about the experience. Consumers want to immerse themselves in other cultures and live like locals when they visit new destinations. Modern hotels embody the best parts of their city in everything from design to food and beverage offerings.

Take Nashville’s Urban Cowboy hotel for example. Comprised of eight experiential suites in a Victorian mansion, the hotel offers communal gathering spaces for whiskey connoisseurs and budding musicians alike. Located in between farm-to-table restaurants and plenty of live music options, the hotel allows guests to experience the best of the country music capital whether they’re on the property or exploring the neighbourhood.

Appealing to specific interests is another selling point for consumers. Hotels are creating experiences that attract groups of people that share a specific interest – foodies, art lovers, and even fitness fanatics can book a room at a hotel that feels like it was built just for them.

For food-focused guests, the Zero George hotel in Charleston, South Carolina offers cooking classes with local chefs. Guests can treat themselves to gourmet cuisine and learn how to cook a new meal without even leaving the hotel. Health-conscious guests at the Thompson Seattle can enjoy yoga on the hotel’s rooftop lounge while taking in breath taking views of the city.

Out-of-the-box spaces

Why stay in a run-of the-mill hotel that can easily be replicated in any city, when you could stay in unique spaces that come with an equally unique history.

Old No. 77 Hotel & Chandlery in New Orleans is located in a former a coffee warehouse turned general wholesale business that sold goods to ships preparing for long voyages. Today, the hotel’s lobby features exposed brick and painted signage from the property’s days as a bustling warehouse.

“Many travellers, especially younger generations, vacation with social media at top of mind. They want to capture interesting photos of beautiful spaces and then share those photos with their friends and family,” explains Guichardo. “Hotels in unique spaces encourage this organic sharing, which provides them additional brand exposure via user-generated content.”

It’s a design style that many other hotels across the U.S. have used to great effect. Take, 21c Oklahoma City, which took over the former home of a Ford Motor Company assembly plant and is listed on the National Register of Historic Places. In a nod to the building’s industrial heritage, the hotel designer kept many historical features – think large steel windows, high ceilings and open spaces.

Looking out for others

With today’s travelers increasingly keen to support sustainable and socially responsible projects, more hotels are aligning themselves with non-profit organizations and philanthropic causes from choosing suppliers with high ethical standards to fundraising for their chosen charities. Hilton, for example, lets HHonors reward members donate their loyalty points to a number of different charities, and they match each donation with a cash contribution of their own. Research shows that younger consumers are more likely to buy products and services from brands that contribute to charity and are more likely to recommend those businesses to a friend.

Moreover, many hotels across the U.S. are now directly working with charities to build better relationships in their communities whether running training schemes for local teenagers from impoverished communities or donating unused food from hotel kitchens to local homeless shelters or food banks.. Others opt to support local causes; The Chatwal, New York City has partnered with Children of Promise, a New York-based charity that helps children with incarcerated parents by providing academic support, recreational activities and one-on-one mentoring.

Creative hotels come out on top

There’s no standard checklist for meeting all the criteria for being a modern city hotel. However, those that get it right have one big thing in common; they all offer guests something different, whether it’s a cultural experience or a unique place to rest their head at night. Their strategy is working – each hotel was featured on Travel + Leisure’s list of top city hotels in the U.S.

“Hotels that embrace their local culture and offer guests memorable experiences are carving a unique space for themselves and garnering lifelong customers,” says Guichardo. “As travel habits change over time, hotels that adapt to the modern consumer will be poised for long-term success.”

How Hoteliers Can Increase Revenue & Satisfaction by Giving Guests What They Want When They Want It

By Pierre Boettner

The hotel shopping model is changing. We see it in the growth of vacation rental sites like Airbnb and HomeAway. We see it in the shift from cookie cutter chains to boutique hotels that reflect the uniqueness of their location. And we see it in the travel trend toward personalization.

Today's discerning travelers not only want individualized experiences tailored to their priorities, but they expect their hotel rooms to provide more than just a bed to sleep in. Guests want the ability to customize their stay, with price being only a secondary consideration. They want to be able to select – and are willing to pay for – the room features and amenities that are most important to them. Hotels looking to differentiate themselves can do so by giving customers what they want – exactly what they want.

Room Features Over Room Categories

It's no longer a simple question of whether your customer prefers a standard double room or a suite. A recent report from Oracle Hospitality, "Creating the Coveted Hotel Guest Experience," showed that in-room features are used more by hotel guests than on-property services. In addition, 77 percent of travelers say that amenities play a fundamental role in their decision whether to book accommodation, while nearly half want the ability to select a specific room location. Today's guests think of their hotel room as a personal refuge, a "home away from home," filled with the features and creature comforts they value most.

Complimentary Wi-Fi, mobile check-in, and the ability to stream personal content on a hotel room television are quickly becoming the expected norm. Beyond this, however, specific room features desired by guests can vary widely, and require greater customization. A good desk and high-end coffee maker may be important to a business traveler, a leisure traveler may want to ensure their room is on a specific floor and includes a balcony, and the couple on a romantic getaway wants a room offering heart-stopping views or a cozy fireplace where they can snuggle at night.

For better online conversion, sell combinations of room features rather than offering broad room categories. The hotelier who can guarantee the room features their guests will be ready and waiting for them when they pull into the hotel parking lot is well ahead of the game when it comes to building loyalty and gaining repeat business.

Include Room Features in the Booking Flow

The traditional way of booking a hotel room does not satisfy this growing demand for personalization in specific room features. Hotel shoppers no longer want to wade through a bland list of room categories that may or may not include the amenities they desire. And they don't want to arrive at a hotel only to find that their wishes can't be accommodated. The key is to include room features and amenities within the booking process. A hotelier that automates room assignments with the exact features and amenities their guest's desire creates stronger customer engagement and goodwill.

Does your guest want a chilled bottle of champagne waiting upon arrival? After a busy day of exploring, do you prefer to shower, and then drop into the crisp sheets of linens changed daily rather than the standard 2 or 3 days? With each opportunity to select another service amenity they want - a potential guest moves further along the booking path. Guests watch their dream vacation experience being transformed into reality, making it much more likely they will hit that "book room" button.

A Natural Way to Increase Revenue

By selling room features as opposed to room categories, a hotel operator stands out from the competition. Sidestep the old-school commoditization model and stop focusing your efforts on simply trying to gain higher profits. Instead, through the use of automation and intelligent technology solutions, focus on allowing guests to customize their rooms with everything they want even before they arrive. Doing so will increase your customer satisfaction, build loyalty and grow repeat business which will naturally lead to higher revenues.

In addition, hoteliers can capitalize on the room features people want most. Today's travelers care about more than price point. When presented with opportunities to choose the room features they desire, such as a great view, or optional extras like a bottle of wine or in-room massage, guests are willing to pay more for the amenities they value.

The future of hotel success lies in selling features and services directly within the booking process, thus guaranteeing you give your guests exactly what they want when they want it. Through the power of personalization, hoteliers can transform dreams into reality, increase guest satisfaction and in the process, their hotel's bottom line.

SINGAPORE - September 11, 2017 - AccorHotels has announced that the highly anticipated Sofitel Singapore City Centre will open its doors in October and will be the group's landmark 800th hotel in Asia Pacific. Nestled amidst historic shop houses and towering skyscrapers, the 223-room luxury hotel is elegantly designed, reflecting Singapore's rich cultural heritage with undeniable French flair.

"The unveiling of Sofitel Singapore City Centre marks an important milestone for AccorHotels as we continue to strengthen our presence in the region," says Michael Issenberg, Chairman & CEO of AccorHotels Asia Pacific. "I am pleased to announce that this flagship hotel is our 800th property in Asia-Pacific and opens at a time when we are focused on strengthening our luxury credentials globally."

An oasis at the heart of historic Tanjong Pagar, the hotel is strategically situated just 20 minutes from Singapore's Changi Airport. It will be AccorHotels' 13th hotel in Singapore and will be shortly followed by a combined 782-room Novotel and Mercure complex which will open on Stevens Road, firmly cementing the group's position as the largest hotel operator in Singapore.

Guests may choose from 223 well-appointed rooms and suites featuring floor to ceiling windows; complimentary minibars serviced by the hotel's very own droid butler - Sophie The Robot.

Sofitel Singapore City Centre offers several dining outlets including Racines, helmed by award-winning Executive Chef Jean-Charles Dubois.

Sofitel Singapore City Centre will offer 20,000 square feet of meeting spaces across 10 flexible venues including the 600 sqm Wallich Ballroom, named after Nathaniel Wallich, the founding father of the Singapore Botanical Gardens.

For further information, please visit http://www.sofitel.com/a152.

The Blackstone, a historic Chicago property, was looking to revive their online presence and communicate a luxurious experience through a new website. As a new addition to the Autograph Collection, they were in need of an online identity as unique and stunning as their hotel. The Blackstone teamed up with HEBS Digital to create a superior, revenue-driving website that showcases all of the exceptional features of this breathtaking property.

The new responsive website includes:

• Rooms Showcase Module to show off the lavish guest rooms and iconic suites with mesmerizing views of Lake Michigan and Grant Park.
   
• Press Room Module for website visitors to browse through the latest news and articles and read guest reviews.
   
• A custom Wedding Page which allows the Blackstone to distinguish their multiple venue spaces and wedding services.
   
• A custom History Timeline to tell the unique story of The Blackstone and how it has evolved into one of the most admired hotels in Chicago.
   

The Blackstone’s fully responsive website follows many current design and content trends. Streamlined visual navigation, minimalist design, and visual cards work together to create a compelling story seamlessly across devices. With the knowledge of these trends and through the thorough study of the hotel’s brand guidelines, HEBS Digital crafted a website that is not only visually captivating, but also revenue focused.

Powering this modern in design and its merchandising capabilities is HEBS Digital’s award-winning, proprietary smartCMS® Website Technology Platform. The smartCMS® drives direct bookings via its more than 30 revenue-generating modules and has deep connectivity with the hotel’s Marriott booking engine.

Take a look at The Blackstone’s new website, and click here to view more cutting-edge websites built and designed by HEBS Digital.

CHARLOTTE, North Carolina – September 12, 2017 –Clear Sky Software, Inc. ® announced today the release of Clear Sky RETAIL for the hospitality industry.

This new software allows hotels to track and control their gift shop items with speed, accuracy and efficiency.  Clear Sky RETAIL is offered as a complement to the company’s proven Food and Beverage inventory software and is available immediately for organizations desiring better inventory control in this department.

Clear Sky RETAIL provides a more efficient way to order gift shop products, improves accuracy during the receiving process via automatic cost updating, and easily transfers these products to your various retail outlets.  Using our mobile bar code scanners, inventory counting is cut in half and produces faster and better results.  Now you can see how much inventory you have on hand and know when to order!  Numerous reports are available by date range, location, vendor, item, invoice, etc..  This new system, from Clear Sky Software, eliminates tedious, time-consuming paperwork, manual data entry, and repetitive steps often required to control retail inventory.

All Clear Sky Software inventory systems represent a turn-key solution to include inventory software, mobile and fixed bar code scanning equipment, and touchscreen kiosk workstations.  Services include installation and data set-up assistance and a choice of on-site or web-based training.  Support includes software maintenance programs, equipment repair programs with loaner equipment, software upgrades and enhancements.  All Clear Sky inventory systems are available as a hosted or on-premise solution.

The 2016 PolyU Tourist Satisfaction Index (PolyU TSI) and Tourism Service Quality Index (PolyU TSQI) show general increases compared with the 2015 results, according to the report released by the School of Hotel and Tourism Management (SHTM) of The Hong Kong Polytechnic University. The 2016 PolyU TSI and PolyU TSQI stood at 75.02 and 75.87 respectively.

The PolyU TSI increased by 0.31 points from 74.71 in 2015, reflecting an ongoing recovery from the significant drop in 2014. At the same time, the PolyU TSQI recorded an increase of 0.65 points from 75.22 in 2015.

“In 2016, the tourism industry in Hong Kong underwent some turbulence caused by various social and political issues in 2014 and 2015,” observed Professor Haiyan Song, SHTM Associate Dean, Mr and Mrs Chan Chak Fu Professor in International Tourism and Principal Investigator of the PolyU TSI, “the city’s image as a premier tourist destination was tarnished.” Against this backdrop, the 2016 TSIs for the source markets of Americas, Europe, Africa and the Middle East, Taiwan and Macau as well as Japan and Korea increased and those for the other three source markets decreased in comparison with the 2015 TSIs.

At the sectoral level, transportation, attractions and restaurants were among the tourist sectors affected.

The PolyU TSI evaluates service sector competitiveness not only over time but also across international tourist destinations. Aside from its importance to tourism practitioners in Hong Kong the index has broader applications and has been adopted by destinations including Singapore and Macau in 2010, Guangdong province in Mainland China in 2012 and Australia in 2014. The 2016 PolyU TSI is the eighth annual release of the index since its launch in 2009.

Launched in 2012, the PolyU TSQI is a weighted average of the six tourism service quality indices, representing the overall tourism service quality of Hong Kong.

At the market level, the PolyU TSQI of Mainland China and Australia, New Zealand and the Pacific scored lower than their 2015 counterparts.

As for the six tourism service sectors, an even fluctuation between increases and decreases was observed.

The 2016 PolyU TSQI score (75.87) was 0.85 points higher than the PolyU TSI (75.02) for the same year. The deviation between the two indices indicates areas where service performance failed to boost tourist satisfaction.

“Through the combined use of the indices, sustainable tourism can be achieved by helping tourism stakeholders better understand their competitiveness and abilities in delivering high-quality experiences to tourists. The indices will help the public sector of Hong Kong with the formulation of policies that enhance Hong Kong’s attractiveness as an international destination,” Professor Kaye Chon, SHTM Dean, Walter Kwok Foundation Professor in International Hospitality Management and Principal Investigator of the PolyU TSQI remarked. “The SHTM is committed to bringing cutting-edge research to business practices, thereby addressing the global challenges that the tourism industry faces.”

PolyU TSI and TSQI website: http://www.touristsatisfaction.org

The 2016 PolyU TSI stood at 75.02 and PolyU TSQI at 75.87.

September 12, 2017 – PORTSMOUTH, NH – Analysts at Lodging Econometrics (LE) report that according to the recent China Construction Pipeline that the Total Pipeline has 2,410 Projects/525,225 Rooms, up 7% Year-Over-Year (YOY).

There are 1,724 Projects/356,816 Rooms Under Construction, up 4% by projects YOY. Projects Scheduled to Start Construction in the Next 12 Months are at 324 Projects/74,225 Rooms, up 15%, while projects in Early Planning at 362 Projects/94,184 Rooms are up by 2%.

The top hotel companies in China’s Construction Pipeline are: Hilton Worldwide with 292 Projects/71,895 Rooms, Marriott International with 253 Projects/72,062 Rooms, and InterContinental Hotels Group (IHG) with 206 Projects/56,354 Rooms. The largest brand in the Pipeline for each of the these companies are: Hilton’s Hampton Inn & Suites with 113 Projects/17,130 Rooms, Marriott’s full-service hotel with 51 Projects/16,227 Rooms, and IHG’s Holiday Inn Express with 62 Projects/13,929 Rooms.

Cities in China with the largest pipelines are: Shanghai with 120 Projects/23,941 Rooms, Guangzhou with 113 Projects/21,890 Rooms, Chengdu with 93 Projects/20,865 Rooms, Suzhou with 87 Projects/17,048 Rooms and Beijing with 82 Projects/13,919 Rooms.

Tourism Cares and the Caribbean Hotel and Tourism Association partner to maximize travel industry support to restore destinations, tourism nonprofits and jobs

CORAL GABLES, Florida (September 12, 2017) - The travel and tourism industry has launched the Caribbean Hurricane Tourism Recovery Fund, uniting the Caribbean Hotel and Tourism Industry with the noted Tourism Cares organization, which has helped to lead private sector efforts globally following crisis.

The fund will allow tourism industry stakeholders and friends of the region throughout the Caribbean and the world to pool their resources in support of vulnerable, devastated areas of the northern Caribbean that welcome millions of visitors in a region that supports 2.4 million tourism-related jobs.

The Fund's focus on the recovery of islands directly affected by Hurricane Irma complements existing relief efforts and gives the tourism industry a way to leverage its resources to help the region bounce back, ideally better than before.

"Tourism is the quickest way to rebound an economy, put people back to work and generate badly needed tax revenues to support reconstruction. By working together, we should be able to build a better and more resilient sector," said Karolin Troubetzkoy, president of the Caribbean Hotel and Tourism Association (CHTA). "The Recovery Fund will help us as we gather together to marshal investment support for the most severely affected areas and to help hoteliers and their staff get back to business," she stated.

Troubetzkoy stressed the importance of strengthening the resilience of the sector and how CHTA and Tourism Cares aim to have the affected areas of the Caribbean ready to receive tourists for the spring and summer seasons of 2018, if not sooner. "Our nations and territories are dependent on tourism and they will need help to bounce back," Troubetzkoy said.

The greatest benefit will be felt in destinations such as St. Maarten-St. Martin, Anguilla, St. Barts, Barbuda, and the British and U.S. Virgin Islands. Included also will be the Turks and Caicos Islands and the southern Bahamas, where the impact of Irma is still being assessed.

"There is no shortage of need for us to fill, given the scope of the hurricane's impact. We know that there will be a considerable number of displaced employees who can benefit from skills training while properties are being restored. Hospitality studies programs in the schools need to be re-outfitted and strengthened, there are visitor centers at airports which were destroyed; the islands' hotel and tourism associations need support to help tourism rebound as quickly as possible. The needs are tremendous, and we are appealing to our tourism industry partners and friends of the Caribbean to help in a big way," she added.

Fund contributions will focus on affected communities and organizations in need of projects such as the physical restoration of damaged attractions and cultural tourism nonprofits, including historical monuments, beaches or open spaces and visitor centers. Other areas of focus include capacity building and support for nonprofit organizations and their facilities, systems and staff capabilities, to ensure that the social capital of the region recovers and gets stronger. Skills training, professional development and education-related initiatives will also be a focus, with the aim of helping those in the industry and those aspiring to be in the industry. These activities could include technical assistance and skilled volunteering programs.

Other investments based on need include training on volunteer management, disaster mitigation and planning, and marketing and communications support.

"This effort is a natural complement to all the wonderful giving we've already seen from the travel and tourism industry," said Mike Rea, CEO of Tourism Cares. "We can make the greatest difference by giving together with our industry, for our industry - especially in times of crisis. We will leverage not just our donations, but also our expertise and influence, and we will share our stories and lessons throughout the industry."

CHTA will work with its affiliate hotel and tourism associations to assess needs and identify responses, along with engaging members, partners and friends of the Caribbean. Tourism Cares will administer the fund, engage the industry and provide program expertise based on decades of philanthropic experience in disaster recovery.

Donations are tax deductible where applicable and may be made online (www.tourismcares.org/caribbean), by check (payable to Caribbean Hurricane Tourism Recovery Fund c/o Tourism Cares, 20 Vernon St., Norwood, MA 02062, USA) or by donating securities. Questions may be addressed to ellaine.deeken@tourismcares.org.

Caribbean Tourism Organization/Caribbean Hotel and Tourism Association Hurricane Irma Update #4 can be viewed here: http://bit.ly/2w2MHIb

By Kasia M. Russell and Bomie Kim

The selection of an appropriate franchise affiliation affects a property’s ability to compete in its local market, generate profits, and achieve a desirable image and market orientation. Because the success of a hotel is based primarily on the cash flow generated, owners and lenders must weigh the benefits of a brand affiliation against the total cost of such a commitment.

Please note that the study results are not indicative of the impact an individual brand may have on a hotel’s overall profitability because only the costs, and not the benefits of the franchise affiliations, have been analyzed. Furthermore, the study does not reflect, nor does it claim to address, operating results of any one brand or any particular brand affiliation upon any single hotel property. The 2016/17 U.S. Franchise Fee Guide is meant to illustrate a basic comparison among franchise fees charged by participants.

HVS has extensive experience with assisting clients in selecting the appropriate franchise and/or management brand for their proposed or existing hotels. This service also includes assisting with or managing the negotiations in coordination with experienced attorneys and other industry professionals.

Types of Hotel Franchise Fees

Brand attributes play a crucial role in a hotel investor’s choice of franchise affiliation. When evaluating a potential hotel franchise, one of the important economic considerations is the structure and amount of the franchise fees. Second only to payroll, franchise fees are among the largest operating expenses for most hotels.

Hotel franchise fees are compensation paid by the franchisee to the franchisor for the use of the brand’s name, logo, marketing, and referral and reservation systems. Franchise fees normally include an initial fee with the franchise application, plus ongoing fees paid periodically throughout the term of the agreement.

Summary of Findings

Disclaimer

Hotels are complicated investments. Selecting an appropriate franchise affiliation for a property entails exhaustive research and investigation by an investor. The information presented in this guide was developed to provide insight into franchise-fee structures and should not be relied upon by an investor other than as a preliminary resource. HVS has researched and gathered data from authoritative sources, and all efforts have been made to verify the accuracy of these data; however, given variances in reporting methods and franchise terms, HVS cannot guarantee the accuracy of all the data contained in this study. Finally, it should be noted that the 2016/17 version of this guide is not necessarily comparable with previous versions because of the new methodology of calculating franchise costs, which considers historical data for each brand and does not subject all brands to uniform assumptions.
 

WASHINGTON, DC— September 12, 2017, Historic Hotels of America, the official program of the National Trust for Historic Preservation for recognizing and celebrating the finest historic hotels, is presenting the 2017 Historic Hotels of America Lifetime Achievement Award to Duane and Kelly Roberts, owners of the Mission Inn Hotel & Spa (1876) in Riverside, California. This prestigious Lifetime Achievement Award will be presented at the 2017 Historic Hotels Annual Awards of Excellence Ceremony & Gala on September 28, 2017, at The Omni Homestead Resort (1766) in Hot Springs, Virginia. This award is presented to individuals who are dedicated to the preservation and stewardship of legendary historic hotels over many years.

Since 1992, Duane and Kelly Roberts have contributed significantly to the preservation, restoration, recognition and celebration of The Mission Inn Hotel & Spa in Riverside, California. Their dedication of time and resources continues to enhance this historic hotel which was previously designated a National Historic Landmark by the U.S. Secretary of the Interior. Since their purchase of this legendary historic hotel in 1992, they have re-invested all operational profits back into the hotel to continue its legacy. Twenty-five years ago, the Roberts created and funded the acclaimed Festival of Lights annual holiday event where visitors can enjoy more than five million dazzling holiday lights and animated characters. This event shares the beauty and history of the Mission Inn Hotel & Spa. Building on the success of the Festival of Lights, the Roberts created a new festival, Festa dell’ Amore, to celebrate romance for the entire month of February in Riverside.

The Roberts are active leaders and role models in Southern California. Each year, they have generously donated money and their time to various charities and organizations. A partial list includes Loma Linda University Children’s Hospital Foundation, Fox Riverside Theater Foundation, Fox Performing Arts Center, Mission Inn Foundation, and the Mary S. Roberts Foundation that supports many charitable causes ranging from helping children with special needs, the homeless and hungry, and animal assistance.

“We are delighted to honor Duane and Kelly Roberts with the 2017 Historic Hotels of America Lifetime Achievement Award. Future generations will continue to benefit from their leadership and philanthropy in preserving, strengthening, revitalizing, and honoring the unique cultural and heritage treasures of Riverside, California,” said Lawrence Horwitz, Executive Director, Historic Hotels of America and Historic Hotels Worldwide. “They saved a National Historic Landmark from demolition and continue to inspire others with their creativity, enthusiasm, and generosity.”

“We are incredibly honored to receive this award and we thank Lawrence Horwitz and Historic Hotels of America for bestowing this huge honor upon us,” said Duane and Kelly Roberts. They continued, “We are proud to be members of this prestigious community and it is great to be recognized amongst the greatest hotels in the United States. We are so proud of the accomplishments we have achieved since saving The Mission Inn Hotel & Spa and it has been an amazing honor to be the Keepers of the Inn at this iconic luxury hotel.”

“Duane & Kelly Roberts are truly deserving of the Historic Hotels of America Lifetime Achievement Award for the 2017 Awards of Excellence. Their passion and dedication to conserving and revitalizing The Mission Inn Hotel & Spa along with the local community is an achievement that merits recognition,” states Riverside Mayor, William “Rusty” Bailey. 

NEW YORK, Sept. 12, 2017 -- Globally established luxury lifestyle brand Nobu Hospitality, founded by Nobu Matsuhisa, Robert De Niro and Meir Teper, and Selenta Group, a Spanish real estate and hotel group owned by Jordi Mestre, is delighted to announce their continued European expansion into Barcelona, Spain.

The ultimate in culinary style and entertainment, Nobu Hotels and Restaurants are luxurious, dynamic destinations that offer a powerful stage for shared experiences and escapism. Their signature fusion of laid-back luxury, high energy nightlife and exceptional food and beverage offerings continue to redefine hospitality to a new generation of travelers.

Set to open by the end of 2018, as part of a multi-million Euro refurbishment of Gran Hotel Torre Catalunya, this property will be an integrated mix of a Nobu Hotel and Restaurant reflecting the innovation and imagination that has become synonymous with the name Nobu. The property will continue to be part of the Selenta Group collection. The partnership agreement with Nobu Hospitality gives rise to the shared management of the new establishment.

Capturing the unique essence of the famous European city whilst reflecting the brand's core aspirational lifestyle offering. The fourth European hotel and third Spanish property from the highly recognized brand, the 250 rooms and suites along with its meeting rooms, event spaces and Nobu restaurant will be under a long-term management contract with Nobu Hospitality.

"We are extremely proud to be partnering with the Spanish company Selenta Group on such an exciting project, and we look forward to working with the Catalan community. In announcing this new hotel, we are continuing our solid world-wide growth with Nobu Hotel Barcelona and establishing our 13th Nobu Hotel within our special collection," said Trevor Horwell, Chief Executive Nobu Hospitality.

"This magnificent alliance with Nobu Hospitality consolidates our purpose of offering unique experiences in the hospitality and restaurant management sector, because one of the business areas of Selenta Group is the management agreements with international partners," said Jordi Mestre, Selenta Group's Executive President. "The excellent location and the great transformation of our hotel into Nobu Hotel Barcelona strengthens the expansion of both companies and reinforces the international image of the Catalan capital," he adds.

World renowned architecture firm Rockwell will create an iconic Barcelona setting for Nobu Hotels' devoted and loyal clientele. Wrapping the concept of a luxurious hotel around energized public spaces, Nobu Restaurant will sit atop the building with 360-degree views of the Catalan Capital, complementing Nobu's famous restaurant offering with a high-rise dining experience. The Nobu Hotel Barcelona will intuitively balance the hotel and restaurant as one, creating a seamless integration of luxury hospitality and the finest in food and beverage. The new Nobu Hotel Barcelona will maintain 23 floors of rooms and it is well connected to the historic center of Barcelona and close to the business core. 

Partnership enabling independent hotels worldwide to offer mobile key guestroom access

DALLAS, TX and Phoenix (September 12, 2017) – Corporate hotel chains aren’t the only ones imbuing their hospitality experiences with newly developed technologies. An exclusive technology partnership between OpenKey and IBC Hospitality Technologies is now enabling independent hotels worldwide to offer the in-demand mobile service to guests who prefer to bypass the front desk, go straight to their rooms upon arrival, and use their smartphones as room keys. The partnership is a win-win; OpenKey will grow its customer base by bringing its innovative mobile keyless entry services to IBC’s independent hotel clients all over the world, and IBC will further enhance its technology portfolio by adding yet another cutting-edge, convenient and desirable mobile guest solution.   

The award-winning OpenKey technology is already a part of the guest experience at hotels in eight countries across four continents, providing seamless room access in place of ecologically detrimental disposable plastic keys. The technology further offers guests access to conveniences such as remote check in to bypass the front desk, as well as directions to the property, amenity booking, notification of early or late arrival, and more.

“We’re excited to integrate OpenKey technology into IBC’s excellent range of services and extensive hospitality portfolio,” said Brian Shedd, Vice President of Sales & Marketing for OpenKey.

Headquartered in Phoenix, IBC offers a portfolio of products and services including the proprietary IBC hotel management platform offering managed distribution, advanced Central Reservation System (CRS), and soft brand benefits to independent hotels, villas, and even bed & breakfasts around the world. Considering more than half of the world’s hotel properties are independently owned, that’s quite a bit of potential. At a time with online search placing new pressures on small business owners who provide hospitality, IBC’s technological tools enable properties to reclaim their revenue from online travel agencies (OTAs) while maintaining independence from soft brands and chains.

“Guest conveniences are key to drawing clientele, and independent hotels are looking for every technological advantage they offer to both new and returning guests,” said Pamela Barnhill, president and COO of IBC Hospitality Technologies. “With mobile emphasis gradually shifting from bookings, marketing and concierge services to guest interaction and engagement, independent hoteliers worldwide are recognizing the importance of adding an optional mobile key solution to the equation. Through this partnership, OpenKey will be enabling independent hotel owners and operators to drive their mobile app strategies, improve two-way guest communications, reduce overhead, boost an operation’s margins, and increase customer satisfaction and loyalty. We are delighted to be adding OpenKey to our growing list of technology services offered to our independent hotel customers.”

BETHESDA, Md., Sept. 12, 2017 -- Host Hotels & Resorts, Inc. (NYSE:HST) ("Host Hotels" or the "Company") today announced that Gregory J. Larson will retire in November as executive vice president and chief financial officer. In addition, the Company has named Michael D. Bluhm as his successor. Mr. Bluhm most recently served as managing director, head of western region real estate and global head of lodging and leisure investment banking at Morgan Stanley. Mr. Larson will work with the Company and Mr. Bluhm on the transition through the end of the year and continue as a senior advisor through July 31, 2018.

The Company also today announced that Nathan S. Tyrrell, Host Hotels’ executive vice president, investments, has been promoted to the role of executive vice president and chief investment officer, with responsibility for asset management and investments, reporting to James F. Risoleo, president and chief executive officer of the Company.

"I am thrilled to welcome Michael to Host Hotels as our new CFO and look forward to continuing to work with Nate in his expanded role," said Mr. Risoleo. "Michael is a seasoned finance veteran with significant experience advising real estate and lodging companies. His deep knowledge of our industry and expertise guiding the strategic and financial decisions of companies in our sector position him well to help advance Host Hotels. In addition to his financial acumen and experience, Michael brings a wealth of relationships from the investment community which are unparalleled."

Mr. Risoleo continued, "Nate is a proven leader whose knowledge of our business makes him uniquely qualified to identify strategic investments that will further strengthen and differentiate our portfolio. I am confident that we have the right leadership team in place to help me build on our considerable success and drive increased growth, profitability and value creation."

Mr. Bluhm said, "It is a privilege to join Host Hotels, a company I have long admired. Under Jim’s new leadership, Host Hotels is at an exciting inflection point in its history and poised to capitalize on its position as the premier lodging REIT to drive further stockholder value.  Host Hotels has a powerful platform given its iconic assets, scale, balance sheet strength, management expertise and enterprise analytic capabilities, which provide an unparalleled and unique set of tools to earn returns in excess of its cost of capital for shareholders. I am excited to be joining this great Company and look forward to working with Jim, Nate and the entire management team to build on this strong foundation and continue delivering outstanding results."

Mr. Tyrrell said, "I am honored to be appointed to the role of executive vice president and chief investment officer of Host Hotels, and I am excited about the value creation opportunities that will come from further integrating asset management and investments. Together with the rest of the Company’s outstanding employees, I intend to build on our record of success while upholding our values across all aspects of our operations."

"Greg has enjoyed a long and successful career at the Company. He is a talented executive and his keen financial and business sense will be greatly missed," said Mr. Risoleo. "During his tenure, Greg has had a significant impact in setting and executing numerous strategic initiatives, including Host Hotel’s achievement of an investment grade balance sheet. We thank Greg for his great service and wish him all the best."

"I feel deeply privileged to have worked with Host Hotels for nearly 25 years. Over that time, it has been an incredible experience to help guide the evolution of the company into an industry leader and to have worked with some of the brightest minds in the lodging space," said Mr. Larson. "After a great deal of thought, I have decided the moment is right for me to begin the next chapter. I know the Company will be in great hands under Jim, Michael and Nate and I look forward to working with them through the transition."

MICHAEL BLUHM
Michael D. Bluhm was a managing director in investment banking at Morgan Stanley and most recently served as head of western region real estate and global head of lodging. In these roles, Mr. Bluhm was responsible for providing capital raising and financial advisory services to companies in the lodging and real estate industries. Throughout his career he has been directly involved in more than $150 billion of public and private debt, equity and equity linked offerings, as well as a range of merger, acquisition and restructuring assignments. Most recently, he advised on such notable transactions as the merger of equals between Starwood Waypoint Homes and Invitation Homes, the sale of Fairmont, Raffles and Swissotels, the debt recapitalization and subsequent IPO of Hilton Hotels and Resorts and the acquisition and lease-back of Pinnacle Entertainment’s casinos by Gaming and Leisure Properties. Mr. Bluhm received an MBA and BA from Denver University.

NATHAN TYRRELL
Nathan S. Tyrrell served most recently as Host Hotels’ executive vice president, investments. From 2015 to 2017, Mr. Tyrrell was a managing director in Host Hotels’ Investments group, and from 2010 to 2015, he served as senior vice president, treasurer. Mr. Tyrrell led the Company’s strategic planning efforts and has been a member of the investment committee since 2012. He joined Host Hotels in 2005 in the finance department, working on numerous transactions including public offerings, secured loans in the U.S., Europe and Canada, and the Company’s joint venture in Asia. Prior to joining Host Hotels, Mr. Tyrrell worked in finance and development at the Rouse Company, a publicly traded REIT. He began his career in investment banking at Alex Brown, focusing on real estate and mergers and acquisitions. Mr. Tyrrell received an MBA from Harvard Business School, and a BA from Harvard University.