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Westdrift Manhattan Beach Appoints Stephanie Bauer as General Manager

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MANHATTAN BEACH, Calif. (October 25, 2017) – Manhattan Beach’s most anticipated luxury property, westdrift Manhattan Beach, is excited to announce the appointment of Stephanie Bauer as opening general manager. Bauer brings more than three decades of hospitality experience to westdrift, set to open in January 2018. Debuting as Los Angeles’ inaugural Autograph Collection hotel, Bauer will oversee every nuance of this South Bay social destination to ensure its star power shines throughout.

The 26-acre multi-faceted property reflects the refined beach lifestyle of its setting, featuring 392 breezy modern rooms, a nine-hole golf course, a high-designed restaurant, and more than 35,000 square feet of indoor/outdoor space. Collectively, these dynamic venues usher in a new wave of meetings and events with Bauer leading the front and back end.

“Truly, it’s a California dream come to life,” said Bauer, who relocated from San Francisco.” Manhattan Beach has a certain magnetism, having lured East Coast visionaries to create a new destiny here. It’s precisely what we are doing current day with westdrift, reimagining a high-caliber lifestyle haven.”

Committed to her new role, Bauer also serves on the board of Manhattan Beach Chamber of Commerce. The hospitality mastermind wields extensive hotel management experience essential to the westdrift Manhattan Beach opening team, fostering a work environment that marries marquee service with approachability.

Previously, Bauer has also served as General Manager of several California hotels, including the Sofitel in Redwood City, The Lodge at Tiburon where she oversaw the completion of a $6.5-million renovation and Marriott San Mateo Hotel in San Francisco, managing $11-million room renovation project for the company’s flagship property.

Bauer has also been recognized as “General Manager of the Year” by Westmont Hospitality Group. In her previous role as Westmont’s Regional Operations Manager, Bauer singlehandedly led 10 hotels with 120 managers and 850 team members, consistently hiring to elevate the next generation of a service-centric culture.


The London NYC Appoints Robert Rechtermann as General Manager

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NEW YORK, N.Y. – October 25, 2017Conrad Hotels & Resorts, Hilton’s (NYSE: HLT) luxury hotel portfolio for the smart luxury traveler, today announced the appointment of Robert Rechtermann as general manager of The London NYC. In his role, Robert will oversee the day-to-day operations of the prestigious 562-key all-suite luxury hotel as the property undergoes a complete 18-month long renovation before it officially reflags as Conrad New York Midtown in spring 2019. Rechtermann brings an impressive 30 years of experience in the hospitality industry, primarily in the luxury segment, boasting an extensive background in hotel leadership and management.

“We are thrilled to welcome Robert as the new general manager of The London NYC as we begin the conversion to become Conrad New York Midtown,” said John T. A. Vanderslice, global head, Conrad Hotels & Resorts. “The London NYC represents a modern interpretation of luxury, and Robert is the perfect hotel ambassador to successfully deliver the smart luxury message during this transitional period. With his many achievements and successes in previous leadership roles, Robert will be an important addition to the hotel and integral component in solidifying the property as one of the premier hotels in New York City.”

Most recently, and for the past six years, Rechtermann served as the general manager of the Conrad brand’s flagship property in Manhattan, the 463 all-suite Conrad New York.  As general manager of Conrad New York, Robert oversaw the hotel during its pre-opening and opening phase and successfully positioned the hotel as one of Manhattan’s top luxury hotels. Robert also served as general manager of The Peninsula New York from 2007 to 2011, where he directed a $35M refurbishment program which included 239 guest rooms and suites, a landmark rooftop bar and five-star spa. Under his leadership, both the hotel and spa achieved a Forbes five-star rating for the very first time. In 2006, he began his tenure with Peninsula as resident manager of the 339-room renowned Peninsula Hotel in Chicago that eventually led to his position as General Manager of The Peninsula New York a year later.  Prior to his role at Peninsula Hotels, Robert worked for the Ritz-Carlton Hotels of Boston in various operational and food and beverage positions and Hilton Short Hills, Regency Hotel (NYC), Shutters on the Beach hotel in Santa Monica and the 392-room Long Beach Hilton in Long Beach, CA. Robert embarked upon his distinguished hospitality career at the legendary Waldorf Astoria New York holding key managerial positions in food and beverage including the areas of banqueting services and catering sales.

“I am truly honored to be appointed general manager of The London NYC and be given the responsibility of leading the property through an extensive renovation to be rebranded as Conrad New York Midtown,” said Rechtermann. “I am looking forward to the next chapter in my career and excited to have the opportunity to continue with the Conrad family and thrilled to be playing an integral role in the initial and ongoing success of this luxury property.”

The London NYC joined Hilton’s Luxury Brands portfolio on October 3, 2017 as an affiliate luxury hotel and will be reflagged in early 2019 as Conrad New York Midtown. This key midtown property is conveniently located on West 54th Street between 6th and 7th Avenues and is just steps away from many of midtown’s noted attractions and districts, including Carnegie Hall, Central Park, Fifth Avenue, Broadway and Times Square. 

Robert holds a Bachelor of Science degree in hotel management from Fairleigh Dickinson University in Rutherford, NJ and currently resides in Connecticut with his wife and three sons.

Paul Kessinger Joins Hotel Yountville as Director of Operations

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YOUNTVILLE, CA. (Oct. 25, 2017) – Hotel Yountville, one of Napa Valley’s hotel gems, presenting charming service and genuine comfort, welcomes new Director of Operations Paul Kessinger. Amidst enhancements to the hotel’s brand identity and service, Kessinger brings 10 years of experience to lead Hotel Yountville in its continued efforts to deliver Yountville Heritage Reimagined.

“With his outstanding leadership skills and diverse experience in hotel management, Paul is well equipped to offer guests a quality of service that will exceed their expectations,” said Sileshi Mengiste, vice president of operations for Remington Hotels. “He is a welcome addition to the team at Hotel Yountville and we are excited to have him.”

California native, Kessinger most recently served in management positions with two historical hotels in San Francisco, Omni San Francisco Hotel and Stanford Court San Francisco Hotel, working his way up the rooms division at Omni San Francisco Hotel before accepting the new challenge of Director of Front Office at Stanford Court San Francisco Hotel. Under his dedicated leadership between 2011- 2016, both locations experienced increases in guest and associate satisfaction.

After graduating from Chicago State University in 2007 with a Bachelor of Science in Hotel Management, Kessinger began his career at the Resort at Squaw Creek in Olympic Valley, Calif., where he acted as assistant hotel manager. Kessinger enjoys the active lifestyle of which Hotel Yountville appeals, with interests in cooking, gardening, swimming, fishing and snowboarding.

“Through my years of experience in this industry, I have developed a passion for leading and an understanding of what makes a hotel experience positive and memorable,” Kessinger said. “I look forward to providing guests with a wine country retreat unparalleled in charm, personality and romance.”

Sage Hospitality Appoints Barbara Piagari as Director of Sales and Marketing for The Elizabeth Hotel

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FORT COLLINS, COLO. – October 25, 2017 – The Elizabeth Hotel, slated to open its doors in fall 2017 in the heart of Old Town, announces the appointment of Barbara Piagari as director of sales and marketing. Piagari will lead the sales and catering teams at the new Autograph Collection hotel, created by McWHINNEY, a Colorado-based national real estate development company and Sage Hospitality, a national developer and the hotel’s operator.

Piagari has spent more than two decades as the director of sales and marketing for a multitude of independent and branded hotels. Her experience spans across luxury, resort, convention, suburban and airport properties, where she led top producing sales teams for already operating properties as well as during the pre-opening process. As a pre-opening sales and marketing specialist, she has opened six four-star properties, primarily in Florida and California. During her seasoned career, Piagari led sales teams at notable hotels and resorts such as Fontainebleau Hilton Resort Miami, Biltmore Los Angeles, Le Meridien Sunny Isles Beach and Hotel Palomar Los Angeles, a Kimpton hotel. In addition to directing sales initiatives at individual properties, Piagari has also been a hospitality task force consultant, serving as an area director of sales for six multi-branded properties and assisting in analyzing and providing solutions to successfully improve revenue generation.

“We are confident The Elizabeth Hotel will provide an offering not yet available in Fort Collins,” said Piagari. “I look forward to working with our talented sales and marketing team to bring this beautiful property to life and share it with those who visit Fort Collins.”

Once open, The Elizabeth will be a part of a mixed-use development in the area of Old Town, Fort Collins, defined as Firehouse Alley. The modern hotel will focus on community, music, expert design and service. Offering 164 guestrooms and 3,500 sq. ft. of meeting space, including indoor ballrooms and an outdoor terrace with views of Walnut Street, the hotel’s tasteful juxtaposition of design elements creates an event setting unparalleled in Fort Collins. The hotel’s art collection will celebrate the authenticity and adventurous spirit of Fort Collins with works by local Colorado artists. Its elegant ease, thoughtful amenities and vibrant spaces will set the tone for discovery of the local culture and personal connection. 

Rosewood Hotel Group Appoints Timothee Semelin as Corporate Director of Digital Marketing and Transformation

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Timothee Semelin has been appointed corporate director of digital marketing and transformation for Rosewood Hotel Group. In his role, Semelin will be responsible for building the hotel group’s digital culture and exploring emerging trends in the technology space to enhance the digital guest experience. 

“We are delighted to have Timothee join the team and share his insights on digital transformation.” says Thuy Tranthi Rieder, group vice president of sales and marketing of Rosewood Hotel Group.  “His vast knowledge and experience within the Asia market will complement our portfolio’s expanding footprint in the region.”

Semelin brings over 10 years of experience in sales and marketing strategies, with a high level of competency in partnership marketing within the digital space.  Prior to joining Rosewood Hotel Group, Semelin was regional account director for marketing solutions in China, Hong Kong and South Korea at Linkedin. Previously, he served as vice president of sales and marketing at YouFu Media in China and client director at Posterscope China, part of Dentsu Aegis Network China. 

A native of France, Semelin holds a Bachelor’s degree from the University of International Business and Economics in Beijing and he speaks French, Mandarin and English.  

BENCHMARK Appoints Sandy Lam Director of Sales & Marketing for The Grove Resort & Spa Orlando

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The Woodlands (Houston), Texas, October 2017… BENCHMARK®, a global hospitality company, has named Sandy Lam director of sales & marketing for The Grove Resort & Spa Orlando, a Benchmark Resorts & Hotels property located in Orlando, Florida.  Bill Lee, general manager, made the announcement.

“I am very pleased to welcome Sandy to our resort,” stated Mr. Lee.  “She is a seasoned hospitality sales and marketing executive with a proven record of success.  We look forward to her active leadership on our team as we further establish The Grove’s positioning within the Orlando market and continue to amplify the property’s business success.”

A veteran hotelier, Sandy Lam brings extensive experience and a solid history of results from positions held at properties from New York to Florida.  She was most recently director of sales & marketing for the Radisson Resort Orlando Celebration.  In this role she was honored with the Director of Sales & Marketing of the Year Award by Interstate Hotels, which operates the property. 

Prior to this, Ms. Lam served as area director of sales & marketing for BVHG Hospitality and director of sales & marketing for the Holiday Inn SunSpree Resort, an InterContinental Hotels Group property in Lake Buena Vista, Florida.  She has also held leadership roles for hotels in New York City, including Swissôtel The Drake, the New York Helmsley and The Helmsley Palace.  She resides in Windermere, Florida.

Making Sense of the ‘Level Playing Field’ Plea

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By Larry Mogelonsky, MBA, P. Eng. (www.hotelmogel.com)

I attended an interesting travel panel during the summer in my hometown of Toronto. The topic was the leisure segment, with the panelists all senior members of tourism bureaus and hotel organizations, while their presentations quoted the usual ream of statistical gobbledegook. The mood was rosy as Canadian travel statistics have never been better with the nation approaching its 150th anniversary. The ebullience in the room was so thick that I felt that it couldn’t be cut with even the finest Japanese samurai sword.

But then I asked the question with a somewhat naïve tone, “Have you seen any impact on the hotel sector from alternate lodgings?”

The responses revealed a sharp dichotomy. Those representing the tourism sector clearly want more accommodations, with Airbnb and the like fitting that bill to a tee. A hotel can take several years to build while Airbnb rooms can be added almost instantaneously. Contrarily, those representing the hotel sector were surprisingly not overly concerned on the surface yet their remarks nevertheless had a foreboding undercurrent. They unanimously said that they wanted a level playing field. They went on to point out in various ways that the statistics showed that the hotel sector was not being overtly impacted by the sharing economy, at least at this moment. As a fellow hotelier, I found this complacency to be somewhat worrisome.

My own views about the lurking consequences of unchecked alternate lodgings aside, what exactly does the industry mean by leveling the playing field?

On a simple basis, I would imagine this means that the Airbnb landlord runs his or her property as a business – filing proper tax returns at all levels of government, declaring profits to pay appropriate taxes, subjecting his or her property to regular inspections for health and safety, obtaining all the necessary commercial operating permits, ensuring that he or she levies any occupancy taxes that are paid by guests, and submitting all of these proceeds on a timely basis to the proper authorities.

To me, though, this is not enough. Hoteliers are also required to meet ADA requirements. What about Airbnb? Shouldn’t they be mandated to have a minimum percentage of rooms available in each market that are fully accessible? For those serving breakfast or other meals, should we ensure a health inspection compliance? What about all the statistical and other forms we regularly complete just to stay in business? Shouldn’t they have to complete them as well?

Tourism organizations measure their success on the number of incoming visitors. This single number keeps them operating and their CEOs in their jobs. It is a simple and efficient business model. Having more accommodations in a jurisdiction means that there is room for more visitors. Thus, alternate lodging providers are the best thing to happen to tourism since the advent of cheap airfare. All the tourism organizations want is to collect any guest-levied taxes.

The hotel associations measurement is a tad more complex. They too want increased occupancy by their members, but this is only part of the story as they also want to build average rates. Basic economic theory dictates that increases in supply without commensurate increase in demand will lower price. Airbnb and others represent the biggest and fastest increase in competitor supply that our industry has ever witnessed.

Let’s all get on the same wavelength here. If Airbnb and its competitors want to play with us on the accommodations stage, let’s really make sure they are operating under the same conditions as us. It is in our collective hoteliers’ nature to be friendly and hospitable but this attentive attitude won’t serve us well for what’s to come.

Recall the advent of OTAs and the effective increase in commission load on our operating statement. That was explained away as just another cost of doing business. Airbnb is not the same. This isn’t a 15-30% loss, it’s closer to 100% as once a customer gets comforting using that platform they may never come back. In this sense, leveling the playing field is the only the start to ensure that our customer base isn’t permanently eroded.

Can Japan’s Hotels Keep Up With Soaring Demand?

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By Serene Lim 

Tourism is booming like never before in the Land of the Rising Sun as visitors flock from across Asia and further afield.

While rising numbers are in line with government plans to welcome 60 million tourists by 2030 to help offset struggling areas of the Japanese economy, the hotel industry faces in own challenges in keeping up with growing demand for rooms.

Last year, hotel construction starts doubled to 1.96 million square metres, reaching an 18 year high. Major hotel operators are rushing to open before the Tokyo Olympics in 2020 – Marriott leads the pack with five properties as it rebrands existing hotels.

Meanwhile, small local hoteliers are also keen for a slice of the tourism boom. Many of the country’s traditional love hotels are transforming themselves into cosy and low-priced “boutique hotels” to fill a gap in the lower-end of the market.

“It is natural for love hotel owner-operators who see decreasing revenue to convert their properties into hotels targeting inbound tourists. In fact, this phenomenon was seen in Seoul, South Korea five-six years ago, when Seoul was packed with Chinese tourists,” says Tom Sawayanagi, International Director of JLL Hotels & Hospitality Group.

Sawayanagi adds that as Japan traditionally lacks lifestyle boutique hotels, brands such as Andaz, Moxy and Edition are bringing something new to the market. Andaz Tokyo opened its doors in 2014 while Moxy launches in Tokyo and Osaka this year, and Edition is planning two properties in the capital in 2020. Even Japanese lifestyle brand Muji is offering its own version of hospitality in Ginza in 2019.

Accommodation beyond hotels

Japan has not been immune from the burgeoning home rentals market led by the like of Airbnb. However, new laws for home-sharing services aim to stamp out some of the less desirable side of the sector and help to provide more regulated options to give travelers a greater choice of high quality accommodation.

“Japan has seen massive illegal quasi-hotel operations of residential homes in recent times. The Osaka city government recently reported that the room count under the illegal operation was estimated at one-third of the hotel rooms,” says Sawayanagi. “Once the so-called Airbnb law is enacted in 2018, it is expected that some (if not all) of the illegal operations will be wiped out from the market.”

Managing supply and demand

But could Japan be heading for a glut with supply soon outstripping demand? The industry is already raising alarm bells over the spike in rooms. “There has been a rapid growth of the hotel industry from 2013 to 2016 and this year seems to be a period of consolidation,” observes Sawayanagi. “New supply is likely to peak in 2019.”

Hotels in Tokyo and Osaka, in particular, could be run into problems as many of Japan’s repeat inbound travelers head off to explore other destinations within the country. Sawayanagi points out: “In addition, the high average room rates in city centres of Tokyo and Osaka are likely to drive travelers to satellite cities. At the same time, travellers could now opt for Airbnb-styled accommodation as a cheaper, more accessible alternative.”

There’s still reason to be optimistic. Japan remains on track to achieve 40 million visitors by 2020 as growth rate hovers around 15 percent annually. Japanese authorities announced a year-on-year increase of 16.8 percent when a record 2.68 million tourists arrived in the past July alone.

The relatively favourable exchange rate for foreign travelers certainly has a role to play, says Sawayanagi. “Moreover, the yen appears to be steady for the near future, staying at its current exchange rate, which bodes well for inbound travelers,” he adds.

Handling the influx

The biggest challenge to Japan’s accommodation sector in future times may not be oversupply but shortage of labor. Due to a lack of construction workers and increasing demand for building projects linked to both the Olympic Games and hotels, construction costs are kept high.

The labour crunch, especially in resort areas, affects operating costs and ultimately the bottom line. “If the Japanese government is serious to boost the tourism market, it needs to think about an opening-up of the labor market by easing labor visas,” points out Sawayanagi.

Current geopolitical uncertainty in the Korean peninsula might affect tourism too. But for now travelers remain undaunted; travel agencies in Hong Kong report that there has no decline in the numbers flocking to Japan. And for Japan’s accommodation market, the immediate focus is very much on playing catch-up.


Omni Barton Creek Resort & Spa to Undergo More Than $150 Million Multi-Phase Evolution

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AUSTIN (October 25, 2017) – Today, Omni Barton Creek Resort & Spa unveiled plans for a renovation and expansion, in excess of $150 million, that will fully transform the iconic property into a 493-room Austin retreat and further reinforce Omni Barton Creek’s position as the No. 1 golf resort in Texas and a premier Hill Country destination. Design-build firm The Beck Group will lead the resort’s evolution beginning November 13, 2017, with a targeted completion date in mid-2019. Today’s announcement comes in conjunction with Omni Barton Creek’s 30th anniversary, as the resort officially opened its doors to guests in September 1987.

“We’ve always prided ourselves on offering guests true Texas hospitality and now that we are evolving the physical aspects, we expect Omni Barton Creek to be one of the most sought-after resort destinations in the South,” said David Jurcak, managing director of Omni Barton Creek Resort & Spa.

Highlights of the renovation include a newly added resort tower, redesigned existing guest rooms, a new conference center and ballroom, a new event Pavilion, six new dining outlets, a brand new Mokara Spa, a new lobby experience, an expanded pool scape, a new golf clubhouse, golf course renovations and a new tennis complex.

Common and Private Areas
The signature feature of the multi-million-dollar renovation will be the addition of a second hotel tower, which includes 180 luxury appointed guest rooms and suites, each with floor-to-ceiling windows offering guests picturesque views of the surrounding Hill Country.

Emulating the living room of a Hill Country home, the new Omni Barton Creek lobby will welcome guests with breathtaking views through the addition of new floor-to-ceiling windows complete with a wrap-around porch. Just beyond the lobby, guests can lounge at the new multi-tiered pool deck featuring three pools highlighted by an infinity edge pool overlooking panoramic Hill Country views and the 18th green of the championship Fazio Foothills golf course.

Resort Dining
Once complete, Omni Barton Creek will boast six new dining establishments including a new Bob’s Steak & Chop House, a fresh seafood restaurant, a Latin restaurant and pool grill, a new sports lounge, a new coffee market and Canyons Grill located in the new golf clubhouse near the Fazio Canyons golf course. All will be open to resort guests, locals and Barton Creek Country Club members.

Meeting & Event Space
To accommodate the growing demand for meeting and events at Omni Barton Creek, the resort will add a new Pavilion and grand ballroom, as well as six new meeting rooms and additional pre-function space in the new conference center. All existing meeting rooms will undergo an extensive refresh and, once complete, meeting planners and attendees will have access to a total of 16 meeting rooms and two ballrooms.

Health & Wellness
Omni Barton Creek will introduce a Mokara Spa, the signature brand created by Omni Hotels & Resorts. Thoughtfully designed with the use of natural materials, the new 13,000 square-foot sanctuary draws inspiration from nearby waterways, creeks and springs and offers a rooftop garden and adult-only pool overlooking the Hill Country. The property’s new fitness center, which includes a spacious indoor pool, will be one of the largest in the Omni portfolio, offering the latest state-of-the-art equipment with a variety of cardio machines, free weights and a mix of classes from yoga to spin. The center will also feature fully redesigned men’s and women’s locker areas.

For more information, visit http://www.omnihotels.com/bartoncreek or call 1-512-329-4000. Travelers or media also can follow Omni Barton Creek at Facebook.com/OmniBartonCreek and Twitter.com/OmniBartonCreek.

Sandalwood Management and KPG Hotels to Develop New Cambria Hotel in Baltimore Expected to Open Late 2018

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ROCKVILLE, Md., Oct. 26, 2017 -- Choice Hotels International, Inc. (NYSE: CHH), one of the world's largest hotel companies, signed an agreement with Sandalwood Management and KPG Hotels to develop its first upscale Cambria hotel in Baltimore. The 14-story, 144-room hotel, originally known as the American Building, was the first office building constructed following the Great Baltimore Fire in 1905. The property is located at 231 East Baltimore Street.

Expected to open by the end of 2018, the hotel is in the heart of the city, making it an ideal destination for business and leisure travelers. The property is near the Baltimore Convention Center, the Inner Harbor, Camden Yards, M&T Bank Stadium, Johns Hopkins University and Hospital, and the National Aquarium. Major businesses in the area include Constellation Energy, Morgan Stanley, T. Rowe Price, and Under Armour.

"The Cambria Hotel Baltimore is another important component of our growth in key urban markets throughout the country. This property is a part of our adaptive reuse strategy, which helps bring hotels to markets where land is at a premium, while also preserving the history of the building and creating something that is uniquely local for guests," said Mark Shalala, vice president, development, upscale brands at Choice Hotels.

The Cambria Hotel Baltimore will include flexible meeting spaces, and a state-of-the-art fitness center. The property will also feature contemporary onsite dining, serving a menu comprised of local specialties, liquor, wine, and local craft beers, as well as freshly prepared grab-and-go gourmet salads and sandwiches, and a barista bar.

Sandalwood Management and KPG Hotels have previously worked together to own and build Choice Hotels properties, including Quality Inn's, Comfort Inn, and Comfort Suites, in their primary footprint.

"We're excited to once again work with Choice Hotels to bring our very first Cambria property to the heart of Baltimore. It truly is a privilege to team up with Choice given all of the tools and resources the company provides," said Raj Parikh of KPG Hotels. Paul Patel of Sandalwood Management and Neel Parikh of KPG Hotels, who oversaw the acquisition of the American Building and subsequent vision for adaptive reuse, also remarked that the location and the Cambria brand will be a perfect fit for the Baltimore market. 

Merlin Entertainments Moves Forward With LEGOLAND® New York

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GOSHEN, N.Y.--October 26, 2017--Merlin Entertainments Chief Executive Officer Nick Varney officially announced that LEGOLAND® New York is being built. The gathering took place at the Palacio Catering and Conference Center in Goshen today, Oct. 25, with more than 250 people attending. 

After Varney officially announced that LEGOLAND New York will open in 2020, more than 30,000 LEGO bricks were dumped onto the stage by construction vehicles and 1,500 balloons cascaded from the ceiling much to the delight of local school children in attendance.

“We have spent a lot of time building relationships in the community, listening and responding to concerns, and we are looking forward to building a theme park that will enhance the community and be a tremendous neighbor,” said Varney. “I am honored to announce LEGOLAND New York is officially moving forward.”

After more than a year of public meetings and hearings in addition to a thorough and transparent review process by officials, LEGOLAND New York has been granted conditional approval of its site plan by the Town of Goshen Planning Board, allowing it to officially move ahead with building the Park.

At the ceremony, Varney spoke about the uniqueness of LEGOLAND parks and reinforced that Merlin picked an outstanding location to construct its newest LEGOLAND Park.

“We are humbled to join the Goshen community,” said Varney. “I can pledge to you that LEGOLAND New York will be a trusted and valued member of this community. I am thrilled that Goshen is the place where we will build our third LEGOLAND Park in the U.S. – the first in the Northeast. I am eager to continue with our $350 million investment with significant more investments to follow in the years to come, providing Goshen, Orange County, the Hudson Valley and New York State with significant economic benefits.”

LEGOLAND New York anticipates generating $283 million in sales tax and hotel occupancy tax for Orange County over the period of 30 years. The Town of Goshen would receive about $71 million in revenue from the host community fee LEGOLAND will pay and its share of PILOT payments and tax payments.

The Park’s design will build upon the successful models of parks operating in California, Florida, the United Kingdom, Germany, Malaysia, Denmark, Dubai and Japan.

The New York Park will be open seasonally from April 1 to November 1. 


Contacts

LEGOLAND® California Resort
Julie Estrada, Senior Media Relations Manager
760-918-5377 or 760-846-0886
Julie.Estrada@LEGOLAND.com
or
Focus Media, Goshen, N.Y.
Josh Sommers, President and CEO
845-294-3342 or 845-798-0700
josh@focusmediausa.com

Aman to Convert Manhattan’s Iconic Crown Building to Aman New York Scheduled to Open in 2020

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26 October, 2017 - Aman announces a new urban sanctuary in the world’s greatest city: Aman New York, scheduled to open in 2020. The property, located on Manhattan Island, will blend the pulse of the city with the soul of Aman, joining the much-lauded Aman Tokyo as the brand’s second urban destination, and will be Aman’s third US property after Amangiri and Amangani.

Situated in the heart of Manhattan at the crossroads of Fifth Avenue and 57th Street, overlooking Central Park, Aman New York will occupy the iconic Crown Building and will comprise not only guest rooms and suites, but will also house the first urban Aman Residences, a collection of just 20 incomparable private homes, inviting owners to be part of a very select community.

Embodying the splendour of the Gilded Age and dynamism of Fifth Avenue, the Crown Building is one of the most architecturally significant buildings in Manhattan.  Built in 1921, it is one of the finest examples of neo-classical Beaux-Arts architecture in the Big Apple.  

An epoch-definer, a legend, a crown, 730 Fifth Avenue defies description in both stature and story. Beyond the park views, the location and the absolute rarity of the building as one of the few vestiges of old New York, this building represents a unique opportunity for Aman, its guests and permanent residents: an unmatched address infused with the Aman way of living, centred on understated, elegant and architecturally designed environments - a perfect complement to the unceasing heartbeat of Manhattan.  As it embarks on a new chapter ahead of its centenary in 2021, the Crown Building – formerly the first home of the Museum of Modern Art – will undergo a monumental transformation, which will see it fully restored to its original splendour and imbued with the spirit of Aman.

Vladislav Doronin, Chairman and CEO of Aman, says, “Aman has always sought the finest locations in the world, and we recently expanded our vision to include select cities. The Crown Building represents a once-in-a-lifetime opportunity to bring Aman to New York, the world’s greatest and most dynamic city. We are honoured to be the stewards of an exciting new chapter in this iconic building’s legacy.” He adds, “As with all Amans, we are deeply connected to our community, and Aman New York will be no exception. We look forward to absorbing the vibrant energy that is New York and fusing it with our own unique formula, resulting in an enriching and lively guest experience that will redefine hospitality.”

Aman New York will occupy the entire Crown Building, excluding the retail space on the first three floors. It will comprise 83 elegant guest rooms and suites, three principal social dining venues, a comprehensive spa, 19 private Aman Residences on the upper floors, plus an extensive, one-of-a-kind, five-storey, park-view Penthouse at the building’s apex.  There will also be an Aman Members’ Club, and Aman New York will house facilities exclusively for the use of its Members.

After arriving via an understated entrance, guests’ first encounter of Aman New York will be its dramatic 10th-floor double-height Sky Lobby. Its multi-layers of textured ceiling panels in muted tones will gently hint at Asian influences and set the scene for an aesthetic journey in deference to Aman’s Asian roots.  The harmony of the design pays homage to Aman’s DNA, carefully interpreted for an urban environment, and complementing the powerful statement of such a stately building.

In keeping with Aman’s commitment to creating havens of space and seclusion, the 83  guest rooms and suites start at 70 square metres, each have a functioning fireplace – something of a rarity in New York – and will be among the largest in the city. A subtle design narrative will feature throughout, typified by nuanced hues and innovative lighting that will cocoon guests, while a more modern ambience can be introduced thanks to a unique pivoting door, which can be opened to integrate the contemporary fixtures and furnishings of the bathroom, should it be preferred.

Extending over three storeys on the 7th, 8th and 9th floors, the Aman Spa will cover 2,000 square metres and will be reserved exclusively for hotel guests, residents and Club Members. The centrepiece of this elevated sanctuary will be its 25-metre indoor swimming pool - flanked by alcoves of double daybeds and fire pits – which will provide a soothing escape from the hurried pace of the city. Two Spa Houses will provide guests with an all-encompassing spa journey, indulging them with comprehensive private facilities including a spacious double treatment room, sauna and steam rooms complemented by hot and cold plunge pools, and an outdoor terrace with cabana, daybed and fireplace.

The crowning glory of Aman New York will be its broad selection of buzzy public spaces and social venues at which Aman’s intuitive and welcoming service will appeal not only to guests and residents, but also New Yorkers. Headlining these will be its 10th-floor wraparound Garden Terrace – a rare find in one of the most densely populated cities in the world – encompassing a bar with panoramic views of Central Park, and a Cigar Bar, the whole setting  a new precedent with its verdant environment. Offering year-round dining, the Terrace will be a must-visit rarefied perch with water features adding a soft and soothing touch, and a central fire pit adding a sense of drama and energy. A stylish Piano Bar in the Sky Lobby, two restaurants - including Aman’s recently introduced Japanese culinary concept, Nama - plus the Wine Library (which will be available for private wine tastings and events), and a subterranean Jazz Club will all establish the hotel as a destination in itself, interwoven into the fabric of the city.

Nestled in the building’s ornamental gilded crown, the Crown Penthouse will present the rarest of opportunities to own a New York icon - a piece of the city’s architectural history, reimagined for the 21st century.  Offering consummate privacy with uninterrupted views of Central Park, the Penthouse will have a wraparound terrace and indoor and outdoor swimming pools. All Residences, some with sweeping outdoor terraces with heated pools, will be fully serviced by Aman, and Residents will have access to a Members’ Lounge, in addition to the use of all hotel facilities.

Aman New York will offer the unrivalled, intuitive service for which Aman is celebrated, providing peace and privacy in the most energetic and engaging city in the world. This new urban sanctuary, together with its fully serviced Aman Residences, will open in 2020 and will see the Crown Building rightfully regain its status as the ruler of Midtown.

Set to Open in 2022, Prime Investors Capital Restoring London Monument to Become Admiralty Arch Waldorf Astoria

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LONDON - Waldorf Astoria Hotels & Resorts has been appointed by Prime Investors Capital Ltd to operate the luxury hotel within one of the capital's best-known and most prestigious monuments. Admiralty Arch Waldorf Astoria, London will open in 2022, following an extensive on-going refurbishment programme which will restore and protect the iconic landmark's architectural and historical features.

Admiralty Arch was commissioned by King Edward VII in memory of Queen Victoria, and was designed by Sir Aston Webb, who was also responsible for The Mall and main facade at Buckingham Palace. In addition to housing the official residences of the First Sea Lords, Admiralty Arch has served as a centre for clandestine wartime intelligence efforts, a Royal Navy outpost, and latterly as a centre for the UK Government's Cabinet Office. Following a rigorous and thorough official tender process Prime Investors Capital Ltd outbid 28 institutional bidders from all over the world in order to acquire the 250-year lease of the property in 2015.

Since construction of the building was completed in 1910, Admiralty Arch has hosted leading figures of state and society, from Sir Winston Churchill -  whose office was based within the arch when he was First Sea Lord of the Admiralty - to author of the James Bond spy novels Ian Fleming. Situated in one of London's most prestigious addresses, Admiralty Arch offers unmatched views down The Mall to Buckingham Palace, and commanding vistas across Trafalgar Square and Nelson's Column.

Rafael Serrano, Chief Executive Officer, Prime Investors Capital Ltd said:

"Since 2015 when we acquired Admiralty Arch from the British Government, we have made many decisions that will impact not only the future of the building and the local area, but also the profile of the very heart of London. We have appointed a team of talented experts with the experience and knowledge to capture the spirit of this magnificent building.  We have created a detailed plan to transform Admiralty Arch into an extraordinary Hotel, Residences and Private Members Club. And one of the most important decisions we have made is to select and appoint the operator to whom we will entrust the management and running of this hotel. Further to interest and discussions with 12 top luxury hotel brands, we are delighted to announce the creation of Admiralty Arch Waldorf Astoria, London.

"The Management of Prime Investors Capital Ltd and Waldorf Astoria hold many things in common:  a commitment to enhance the heritage of this remarkable, elegant building; a determination to preserve its sense of place; and the experience needed to provide superb hospitality to discerning guests from London and around the world.  As the proud owners of Admiralty Arch, we have every confidence that, together with Waldorf Astoria, we will ensure that this London landmark enters the next chapter of its life in safe hands and maintains its iconic standing in the capital."

Christopher J. Nassetta, President & Chief Executive Officer, Hilton said:

"This agreement marries the timeless elegance of Waldorf Astoria with the historic grandeur of one of London's great monuments. Projects of this calibre are rare, and Admiralty Arch Waldorf Astoria will provide a truly unforgettable hospitality experience when it opens to guests. 

"Waldorf Astoria has a legacy of protecting and enhancing historical buildings, from our flagship hotel in New York, which is currently undergoing a comprehensive refurbishment to protect the art deco building for future generations, to this incredible property in London. This partnership brings our iconic luxury brand to London's finest address, and we're proud to partner with Prime Investors Capital Ltd to introduce Waldorf Astoria to London."

Admiralty Arch Waldorf Astoria will include 96 spacious and luxurious hotel rooms and suites, and three world class restaurants. Plans include a rooftop bar with sweeping views across London's skyline, private meetings and event spaces, as well as a state of the art spa. Luxury private residences and an exclusive Private Members Club and other exclusive Food and Beverage components will join the hotel within Admiralty Arch.

Councillor Robert Davis MBE DL, Deputy Leader and Cabinet Member for Business, Culture and Heritage, Westminster City Council said:

"I have worked with Prime Investors Capital for a number of years.  First on the creation of the Bulgari Hotel in Knightsbridge and more recently on their extensive plans to restore and refurbish Admiralty Arch into a luxury hotel. This extraordinary project is going to make a huge impact on Central London by opening up to the public an iconic building standing at the end of The Mall and adjacent to Trafalgar Square. 

The outstanding team that Prime Investors Capital has assembled - together with a variety of expert advisers - make me confident that Prime Investors Capital has shown the commitment and the vision to ensure that this project will be an enormous success. The hotel will be an important addition to the City of Westminster as well as to London as a whole - at a time when tourism and travel is so important for our country."

Work is already underway to sensitively restore the building's original features, and an internationally celebrated design team is in place, led by Michael Blair and David Mlinaric.  Michael Blair's work includes the restoration and extension of The Ritz, The Connaught and Claridge's hotels. David Mlinaric's body of work includes The Royal Opera House, The Victoria & Albert Museum, The National Gallery and the British Residences in London and Paris.

Historical interiors expert Andrew Damonte completes the design team. Andrew Damonte has worked alongside David Mlinaric on the restoration of Dumfries House in Scotland for HRH The Prince of Wales.

Admiralty Arch Waldorf Astoria, London joins 26 Waldorf Astoria Hotels & Resorts in the world's most sought after destinations.

Distinctive Hospitality Group Taps Jim Harvey as General Manager for the Holiday Inn Boston-Bunker Hill

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NATICK, MA (October 26, 2017) - Distinctive Hospitality Group (DHG), in conjunction with The Holiday Inn Boston-Bunker Hill, is pleased to announce the appointment of hospitality industry veteran Jim Harvey to the post of General Manager, where he will oversee all hotel operations alongside the hotel’s leadership teams.

With over two decades of professional experience under his belt, Harvey began his career in 1989 when he assumed an Assistant General Manager role with the distinguished Winegardner & Hammons Hotel Group. Within a short timeframe, he was promoted to the position of General Manager, where he stayed for an impressive 12 years overseeing eight hotels in Michigan, which included managing day-to-day business, strengthening opportunities for growth, and perfecting guest service.

In 2002, Harvey moved to Boston and took the reigns as General Manager of the Sage Hotel in Cambridge, Massachusetts until 2006. Later that year, he joined the team at Peabody Hotel Group’s Somerville hotel, which was later acquired by DHG in 2010. In 2013, Harvey continued immersing himself in hotel management by taking on the role as General Manager of Hotel Indigo Boston-Newton Riverside, where he stayed for four years. Throughout his time as a General Manager, Harvey has worn many hats that have included working in brand relations, sales, and human resources.

Harvey’s well established career in the hotel industry has given him a strong understanding of all aspects of hotel operations, and his experience and ability to collaborate with both his colleagues and the community will make him an extraordinary asset to the team at The Holiday Inn Boston-Bunker Hill.

“We are thrilled to welcome Jim back to our team at Distinctive Hospitality Group,” said Lou Carrier, President of DHG. “Jim is a very astute operator with a strong understanding of Somerville’s dynamic marketplace. DHG has strong relationships within the city’s municipal, residential, and business communities, and Jim’s affection for the city and its citizens is as important as ours. Jim is going to be a terrific leader of our team, a great business leader, and a wonderful ambassador for the city of Somerville.”

In his new positon, Harvey will contribute to a variety of departments while ensuring positive guest experiences and maintaining smooth hotel operations. In his free time, Harvey enjoys spending time with his wife Andrea, his son, and two daughters.

The National Conference Center Names Juan J. Garcia Executive Director of Sales

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Leesburg, Virginia, October 26, 2017The National Conference Center, an award-winning leader in training and development, announces the appointment of Juan J. Garcia as executive director of sales. Mr. Garcia will be responsible for leading The National’s 14-person professional sales team, as it continues to break new sales records by working with corporate, association, government and military learning professionals. Chuck Ocheltree, chief marketing officer, made the announcement this week.

“We are delighted to add Juan to our highly regarded executive team,” said Ocheltree. “Juan’s vast experience in sales and marketing will be a huge asset to our already successful sales program at The National.”

With hotel experience spanning over 35 years, Juan Garcia comes to The National with a solid record of growing sales in a variety of competitive hotel markets. He is skilled at enabling sales team to grow their value to customers through thought- provoking, idea sharing, peer-to-peer learning, as well as disciplined practices and creativity. He is a practitioner of positive and supportive leadership in the workplace.

Mr. Garcia will be responsible for leading and mentoring the sales team as it collaborates with clients, applying The National’s “whatever-it-takes” approach to the special needs of each client. Garcia lives with his family in Ashburn, Virginia, and enjoys a healthy lifestyle and work-life balance.

For more information about The National and Juan Garcia, please call 703-714-5984 or email him at jgarcia@conferencecenter.com


Greystone Hotels Appoints Paul Barbaro as Area Director of Sales

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SAN FRANCISCO, CA (October 26, 2017) – Eric Horodas, President of Greystone Hotels, announces the appointment of Paul Barbaro as the hotel and hospitality management company’s Area Director of Sales for San Francisco. A motivated and experienced hospitality professional with a knack for developing meaningful relationships, in his new position Barbaro will oversee sales for Greystone’s San Francisco portfolio of hotels, which includes the King George, the Hotel Griffon, and the Inn at Union Square.

“I’m excited to join Greystone Hotels and lead sales efforts for the brand’s outstanding collection of San Francisco hotels,” said Barbaro. “My strong hospitality background and diverse skill set are a perfect match for the varied needs of our unique San Francisco hotels. I look forward to working with the teams at the King George, the Inn at Union Square, and the Hotel Griffon to increase sales and revenue and provide our guests with the superior customer service that Greystone is known for.”   

Born and raised in Minnesota, Barbaro is a graduate of St. Cloud State University.  He began his hospitality career with Hilton Hotels where he started as a Front Desk Agent and worked his way to Sales Manager. Over the years, Barbaro has held sales positions with HEI Hotels & Resorts, Interstate Hotels & Resorts, and Kahler Hospitality Group, leading sales efforts for hotels ranging from small, boutique properties to international luxury resorts. In his free time, Paul enjoys playing golf and tennis. 

How Hospitality Companies Lose Good, Promising Talent – And For All the Wrong Reasons

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By Gary Hernbroth

When you don’t read the signs, you lose good people

I often wonder how some so-called business leaders get to be where they are, how they get their leadership roles. Not all, certainly, but some. They miss so much. They don’t read the right tea leaves. They don’t ask enough questions. And in some cases, they don’t recognize the potential in their own up-and-coming leaders, either.

The woeful tale described here comes from the hotel industry, but it could apply to any number of businesses. Sadly, this is by no means an isolated case.

A bright young hotel professional, just seven months out of The School of Hospitality Business at my alma mater (Michigan State University) and one of the young people I’ve helped mentor over the years, called me with this tale of her first post-graduate real-world job in a small, independently-owned New York hotel.

A brief back-story is appropriate here. As she explained to me, the manager who hired her out of MSU after graduation, as a coordinator in the food and beverage department, had been fired three months ago. Over the past 30 days, she reported that 10 managers had left the hotel. Wow.

Now, I’ve been through some pretty rough turnover periods working with various hotels, but this seemed like a very extreme case of management hemorrhaging to me. I wondered, what’s behind the curtain here?

Attrition creates opportunities – and stress!

Due to the attrition all around her, this young lady was given the elevated responsibilities of “food and beverage floor manager” including the job her boss held before being shown the door. She’s a smart person, and she welcomed this opportunity to shine and show her budding management mettle.

For four months she was a gamer. She worked to keep up the frantic pace without the guidance of a real boss, making some rookie mistakes (only seven months out of college, remember!), and trying to uphold the service standards while keeping the staff together and focused to meet the pace of business. She was consumed by her increased workload. Being so new to the business, she was unsure of exactly how to handle the evolving situation. Frustration and burn-out set in for her.

She is a smart enough person to have taken the bold step to ask for help. She asked her upper management for some support, recognition, training, a more appropriate title to reflect her larger role -- and after four months a fair adjustment to her salary to reflect her expanded responsibilities in the hotel. None was given. The management was fond of telling her “Aw, you do it all.” What exactly does that mean, anyway?

Hotel management either missed this young lady's cry for help or chose not to heed it. A promising young career was being left to twist in the wind, even as other managers were falling by the wayside. What was this hotel's leadership technique, the last person standing wins? Did anybody in upper management see the writing on the wall?

Sink or swim, kid.

“They gave me the (former boss’s) responsibility,” she said, “but no support, no recognition, no new title, no real training at that level, and no additional money. I asked for a fair raise, and was turned down. I don’t mind working hard, but I’m no pushover.”

Then the general manager was gone, too, and a new sheriff came to town.

Needless to say, when another hotel came courting, she was open to listening to what they had to say. It was a better opportunity all around. A much better working environment, too. After giving it a lot of thought, she decided to give her notice.

Throwing money at a problem doesn’t always work

She went into the office of the new general manager (of four days) to resign. He was incredulous. He pulled out all of the classically bad last-ditch “Hail Mary” efforts – “Is it the money? What’s it going to take? What do you need? Give me a number and I’ll send corporate an email right now.” He even opened his laptop right there and was ready to hit the keyboard. It must have been sad to watch, throwing money at bigger issues -- too little, too late.

She wondered; Where was all this new-found money suddenly coming from? Where was it before this? Is there a shred of integrity to be had here?

This young lady’s response was impressive, as she told the GM, "If the hotel would have come to me with these thoughts and offers a month ago, we might not even be having this conversation. But now it's too late. I asked this hotel for support, recognition, and to be fairly compensated given my expanded role. I thought that was fair in light of my new duties since they fired my boss and gave me his responsibilities four months ago.”

Maybe the management counted on her just being happy with the glory of the expanded role (especially as a rookie), and thought that would be enough. I’ve seen it happen before. That and a pat on the head with a cheery “Go get’em, kid.”

The mystery of why the glut of managers recently quit was becoming quite clear.

Want to learn things? Ask the questions!

To compound the mistakes by the hotel in this episode, she was never even given an exit interview. No one picked this bright young lady’s brain to get some valuable input from street-level as to the staff, their morale, customer feedback, and other key “inside stuff” about how the wheels of the hotel really turned. My guess is that the approach was "don't ask and you won't have to hear the answers."

This new GM also missed a huge opportunity to find out what kind of team he was inheriting, what the temperature of the water was, so to speak, around his hotel. I would think this question should be second-nature if you’ve only been on the job for four days and have even a tiny leadership brain between your ears – “Why do you think we’ve lost ten managers in the last 30 days?”

He never asked her that question.

To add salt to the wound, before this young lady left the hotel, the revenue manager -- the numbers guy -- chimed in with his take to justify why the hotel did not pay for the expanded roles she had assumed. “Well,” he smirked, “you have to prove yourself.”

Now that is a short-sighted, smarmy way to look at things.

Sure, people have to prove themselves. Every day. I get it. But that doesn’t mean having to be taken advantage of as a patsy, either. It's likely that it was this kind of attitude by upper management/ownership that caused the revolving exit doors to spun wildly as good people jogged out of the building for better opportunities.

You can’t get something for nothing

I’ve read the surveys over the years that say money isn’t everything to workers. But respect surely is. You don’t have to over-pay, just pay fairly. Especially when you elevate someone’s job scope, responsibilities, and expectations for their performance -- when you heap more on their plate. You can’t get something for nothing.

It’s a bad end-game you’ll be flirting with. Finding replacement “superstars” when your best and brightest people leave is not easy, either – ask any hiring manager. And it sure isn’t cheap. It gets very expensive bringing new hires up to speed.

Here’s the shame in this case: The hotel recruited a smart, talented graduate out of a terrific hotel program, threw her to the wolves, promoted her duties but not her title or pay, turned a deaf ear and avoided all of the classic warning signs, then suddenly did an about-face by throwing last-minute dollars at her as she was leaving for somewhere else. Ouch.

What a waste for the hotel, too. A waste of their investment in whatever training she actually received, and a waste in lost time since they have to find a replacement. And I’m not even counting the interruption in department operations, continuity, service, and staff chaos that can happen when a manager leaves.

What did this young professional get? She didn't go away entirely empty. She got a heck of a baptism by fire, a great opportunity to jump feet-first into her dream industry, and a lot of great experiences that she can use as she moves her career forward. So for her, it wasn't a waste, because she turned it into something better.

Something tells me she won't make the same mistakes that were made upon her.

When asked to sum up her former hotel, this sharp young hotel professional didn’t flinch, “They don't know how to retain talent!”

What about your organization?

Last-ditch efforts can make you look bad. Do it right from the get-go

Here is a quick-hitting game plan for making sure leadership gaffes like those illuminated in this story don’t happen in your organization:

  • Do things right from the get-go: Take care of your people while they're still YOUR people. Don't just wait to throw money at them all of a sudden when they come to resign, simply because you are freaking out at losing them. It feels like a manipulative desperation move. And it doesn't engender much trust in ownership/management from your other people, either, who wonder how much you are holding back in terms of salaries for them, too.
     
  • Assign more responsibility, authority and expectations, then be prepared to pay more: Pay fairly for heaping more on someone’s plate, and provide for them the right tools and support, too. You are asking more from them, and that comes with a price. Turn the tables: wouldn’t you want the same treatment?
     
  • Listen to your people and pay attention to the signs: No one should ever have to ask their organization “Why didn’t you listen to me or help me when I asked for it? Why all of a sudden is there a great last-ditch effort to keep me here?”
     
  • Understand the messages you are sending to the rest of your management team with a last-ditch money play trying to save one of them: If you have the extra money to throw at people just to keep them when they are about to leave, then it may be assumed by some that you likely had that extra money all along to pay them more, right? After all, you didn’t just dig this new money up on some beach, and they all know it.
     
  • Put all the cards on the table: If you must take a “you have to prove yourself first” approach to not paying for extra duties as described earlier, then explain your expectations, parameters for success, and time frame that your manager can expect to be evaluated on – and make it fair and reasonable. The longer you go without paying for those extra duties, hours, and pressure they have inherited, the closer they get to burn-out, low morale, and job dissatisfaction. And that can rub off on their team, too.
     

Conclusion

This hotel found out the hard way that despite their “Hail Mary” play they lost an up-and-coming, valuable team player. They lost a future leader, a budding talent. They played their tight-fisted hand too long. They ignored the tea leaves.

Be an EXCEPTIONAL LEADER. Recognize your future leaders, and cultivate them properly and respectfully so that they stay and help make the organization stronger. That way, everybody wins.

Interstate Hotels & Resorts Adds Three Branded Hotels to Its Management Portfolio

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ARLINGTON, Va. October 27, 2017 –Interstate Hotels & Resorts– the leading global hotel management company – announces continued momentum within its Asia Investment group with three newly awarded management agreements: a dual-branded Hyatt House and Hyatt Place SeaTac, Wa., developed by Seattle-based Lou Development; and a luxury resort in Southern California’s Temecula wine region, tentatively named Twelve Oaks Resort, developed by Standard Portfolio. With these additions, Interstate’s Asia practice team continues to strengthen its dedicated resources providing extraordinary hotel management services to its partners, with 46 hotels and more than 12,500 rooms including signed hotels under development or construction.

Breaking ground in 2018, the 132-room Hyatt House and the 237-room Hyatt Place will begin construction near the Seattle Tacoma (Sea-Tac) International Airport with plans to open in 2019.  Designed by Studio 19 Architects, both properties will share common amenities. “We are thrilled to bring this kind of development to SeaTac,” said Steven Lou, owner and CEO of Lou Development. “It has been several years since new growth has broken ground in this area, and once completed, we will have added 369 hotel rooms in addition to new residential apartments right in the city’s center.”

On the West Coast, Standard Portfolios is developing an expansive, 700-acre mixed-use project including a vineyard, resort, tentatively named Twelve Oaks, ample event space, and residential living in the heart of California’s Temecula Valley Wine Country. Upon opening, Interstate will operate the 251-room luxury resort, restaurants and event space. The highly anticipated groundbreaking is scheduled for mid-2018, with the resort, an Autograph Collection, anticipated to open in 2020.  Within a two-hour drive from Los Angeles, Orange County and San Diego, this new development will enhance the Temecula region as a wine vacationing destination.

“It is rewarding to earn the confidence of top developers such as Lou Development and Standard Portfolios,” said Interstate Hotels & Resorts’ Head of Asia Investment Group, Don Li. “Our goal is to draw on our deep experience, talent, and resources opening and operating numerous branded hotels and destination resorts around the world, to deliver exceptional guest experiences and optimal hotel performance for our clients.”


A global leader in third-party hotel management, Interstate Hotels & Resorts’ depth of experience across all lodging segments and asset classes drives results in each of its managed hotels worldwide. For more information on Interstate Hotels & Resorts, visit www.InterstateHotels.com.  For further information regarding Interstate’s Asia practice group, contact Don Li, Head of Asia Investment, at (949) 783-2508 or don.li@interstatehotels.com

Hard Rock International Appoints Ed Tracy CEO of Asia

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Orlando, FL – October 27, 2017 – Hard Rock International – with presence in more than 73 countries – announces the promotion of Edward Tracy to chief executive officer, Asia. Currently, Tracy is focused on Hard Rock Japan LLC in its efforts to develop a signature Hard Rock Integrated Resort (IR). Tracy’s recent appointment is a strategic move designed to support the company’s growth plans in the region.

With the latest addition to the Hard Rock Hotel portfolio, Hard Rock Hotel Shenzhen, China, and 30 years of Hard Rock Cafe operations in Japan, Hard Rock showcases its proven track record of developing and managing distinguished entertainment and hospitality venues around the world. With the recent passing of Japan’s Integrated Resorts Promotion Bill, the company fully intends to apply this expertise and recognition as a major contender among the bidders for resort licenses.

“As the former CEO of Sands China Ltd and CEO of the Trump Organization, Tracy brings more than 30 years of proven gaming, hospitality and integrated resort experience to Hard Rock,” states Jim Allen chairman of Hard Rock International. “We are confident in Tracy’s ability to lead the company’s efforts in Asia and we look forward to seeing our business continue to grow under his leadership.”

Edward Tracy joined Sands China Ltd, a subsidiary of Las Vegas Sands Corp., in July 2010 as its president and chief operating officer, becoming the company CEO in July 2011. Tracy was responsible for the oversight of the country’s largest integrated resort operator by revenue, capacity and content, with 13,000 hotels rooms and 30,000 team members. In October 2014, Harvard Business Review named Mr. Tracy as one of “The Best-Performing CEOs in the World” in its respected annual top 100 ranking. Prior to Sands, Mr. Tracy served as president and CEO of Capital Gaming, a multi-jurisdictional manager of regional casinos. He also served as president and CEO of the Trump Organization, where he was responsible for managing over 12,500 employees, 3,000 luxury hotel rooms and 240,000 square feet of casino space.

Tracy’s appointment further solidifies Hard Rock International’s rapid expansion efforts and commitment to growth in Asia.

For additional information on Hard Rock International, please visit www.hardrock.com.

Hotel Sina Villa Medici Joins Autograph Collection Following Nine Month Refurbishment

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Former 19th Century Residence Marks the Brand’s Fourth Hotel in Italy

Autograph Collection Hotels, Marriott International’s distinctive collection of passionately independent hotels, today announced its fourth hotel in Italy with the opening of Hotel Sina Villa Medici, located in the historic heart of Florence. The hotel joins a diverse portfolio of more than 125 Autograph Collection Hotels around the world – all one-of-a-kind properties that champion values of vision, design and craft.

“We are delighted to see this historic residence in the heart of Florence reimagined for our guests,” said John Licence, VP Premium & Select Brands Europe, Marriott International. “With its classic architecture and carefully curated design that nods to the building’s rich history, Hotel Sina Villa Medici evokes the spirit and heritage of this captivating city and embodies our Exactly Like Nothing Else brand philosophy perfectly.”

Housed in a historical residence dating back to the 19th century, the hotel has a new, resplendent look following an extensive nine-month refurbishment by. Boasting design elements including vaulted ceilings, marble bathrooms, silk wall coverings, and antique furniture, the hotel is befitting of its majestic city surroundings.

Modern artworks created especially for the hotel by locally born artist Marco Lanza have been added to the ground-floor entrance hall, the gallery and the lounge bar, depicting details of original paintings of Caterina de’ Medici that now hang in the Uffizi Gallery.

The hotel’s 99 guestrooms and suites offer the perfect mix of traditional features and contemporary finishes with parquet flooring, mood lighting, USB outlets and modernized bathrooms. Almost all guestrooms have balconies or terraces offering stunning views of Florence’s iconic monuments.

Sina Villa Medici’s prime location provides guests with the perfect opportunity to discover the city with iconic sites such as the Uffizi Gallery and the Duomo just a stone’s throw away, whilst the hotel’s lush, private gardens and swimming pool offer a verdant oasis in which to relax and unwind. Guests can take their relaxation one step further at the hotel’s wellness centre, featuring a sauna, steam room, and fitness space.

The hotel’s restaurant, DaPescatore, is overseen by award-winning head chef Daniele Pescatore and specialises in fish and seafood dishes, inspired by his Neapolitan roots. Conferences and events are also superbly catered for across the hotel’s five individual conference rooms, measuring from 32 quare metres to 150 square metres, and accommodating between 15 and 100 guests.

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