Executive Search International is a global executive recruitment firm serving the hospitality industry since 1977. It is based in London with offices worldwide. The company prides itself on integrity, business ethics, and superior client services. It maintains a database of top talent in hospitality and works confidentially to make quality matches between candidates and client companies. ESI's team of recruiters all have direct hotel experience to understand client needs and evaluate candidates who will excel and have long tenures.
The document is Goldman Sachs' 2007 annual report. It discusses Goldman Sachs' strong financial performance in 2007 despite turbulence in the markets. Net revenues increased 22% to $46 billion and net earnings rose 22% to $11.6 billion. The report attributes Goldman Sachs' success to the talent and dedication of its people and a culture of teamwork. It also highlights Goldman Sachs' global client franchise and strategic focus on growth markets as drivers of its performance.
The document discusses the global challenges in recruiting top talent for the hospitality industry. There is a shortage of qualified candidates to fill the growing number of hotel jobs being created. Recruiting the best employees requires an attractive brand, competitive compensation, and a professional search process. Executive Search International aims to help clients address this talent shortage through their global network and expertise in executive recruitment.
Andrew Haynes has over 30 years of experience in credit information and management. He most recently worked as Senior Director of Commercial Information Solutions at TransUnion Credit Bureau, where he was responsible for a business unit and generating double-digit growth. Prior to this, he spent 25 years in sales and management roles at KreditInform. He is a recognized expert in credit and risk management practices. Andrew received recognition from the Institute of Credit Management of South Africa, where he served as a Director and Vice-President.
This document provides an introduction to a cultural analysis of massively multiplayer online games (MMOs) as a form of sport. It discusses how MMOs allow millions of users to interact through avatars in a virtual environment in team-like and sporting ways on a daily basis. The introduction examines previous research on gaming and argues that MMOs deserve unique study due to their social and persistent virtual worlds where cooperation and competition between players is important.
Executive Search International is a global executive recruitment firm serving the hospitality industry since 1977. It is based in London with offices worldwide. The company prides itself on integrity, business ethics, and superior client services. It maintains a database of top talent in hospitality and works confidentially to make quality matches between candidates and client companies. ESI's team of recruiters all have direct hotel experience to understand client needs and evaluate candidates who will excel and have long tenures.
The document is Goldman Sachs' 2007 annual report. It discusses Goldman Sachs' strong financial performance in 2007 despite turbulence in the markets. Net revenues increased 22% to $46 billion and net earnings rose 22% to $11.6 billion. The report attributes Goldman Sachs' success to the talent and dedication of its people and a culture of teamwork. It also highlights Goldman Sachs' global client franchise and strategic focus on growth markets as drivers of its performance.
The document discusses the global challenges in recruiting top talent for the hospitality industry. There is a shortage of qualified candidates to fill the growing number of hotel jobs being created. Recruiting the best employees requires an attractive brand, competitive compensation, and a professional search process. Executive Search International aims to help clients address this talent shortage through their global network and expertise in executive recruitment.
Andrew Haynes has over 30 years of experience in credit information and management. He most recently worked as Senior Director of Commercial Information Solutions at TransUnion Credit Bureau, where he was responsible for a business unit and generating double-digit growth. Prior to this, he spent 25 years in sales and management roles at KreditInform. He is a recognized expert in credit and risk management practices. Andrew received recognition from the Institute of Credit Management of South Africa, where he served as a Director and Vice-President.
This document provides an introduction to a cultural analysis of massively multiplayer online games (MMOs) as a form of sport. It discusses how MMOs allow millions of users to interact through avatars in a virtual environment in team-like and sporting ways on a daily basis. The introduction examines previous research on gaming and argues that MMOs deserve unique study due to their social and persistent virtual worlds where cooperation and competition between players is important.
This document is lyrics to the song "Mighty to Save" which discusses God/Jesus as savior and how He offers forgiveness, compassion, and salvation to all people. It describes how Jesus conquered death through His resurrection and how we can surrender our lives and fears to follow Him. The lyrics proclaim that God is mighty and able to save through all circumstances.
Article directories can help improve search engine rankings by getting relevant backlinks. To improve performance in article directories, write unique, well-researched articles on popular topics that provide value to readers. Properly optimize articles with targeted keywords and link back to your main website to direct traffic.
This document contains a series of word problems involving subtraction. Each problem presents a starting number of objects, an action that removes some objects, and asks how many objects are left. The problems involve dogs in a park, birds flying, boats floating, planes in the sky, ants on a wall, caterpillars on a leaf, cows grazing, and marching ants. The document aims to teach subtraction through these everyday scenarios.
Grassroots social movements have more potential than ever to create change, but face challenges in sustaining themselves over time. While new technologies allow wide mobilization, leaderless structures lack consensus on next steps. Past movements in Serbia, Ukraine, and Egypt initially saw success, but struggled to maintain momentum or impact when they did not establish new strategic visions, leadership, or ways to remain organized as decentralized networks. Current activists must learn from these examples to build long-term capacity and continue their work through adaptation.
La ley publicada en 1984 clasifica los servicios de salud en atención médica, salud pública y asistencia social. Define los servicios básicos de salud y establece que los médicos, homeópatas, dentistas, veterinarios y enfermeros pueden prescribir medicamentos. Además, clasifica los servicios de salud en públicos, para derechohabientes, sociales y privados, y señala que la Secretaría de Salud vigilará y controlará los establecimientos de salud.
This document contains details about Irshad Mohamed including personal information, skills, work history, and professional summary. It summarizes his experience as a Senior Quality Analyst at ADCB from 2011 to present where he is responsible for improving quality standards, resolving issues, training staff, and ensuring customer satisfaction. Prior to this role, from 2010 to 2011 he worked as a Senior Process & Follow-Up Officer at ADCB where he handled customer requests, complaints, and queries to ensure transactions were processed accurately.
Dr. Pete Killcommons Speaks at the First AIT CongressPeter Killcommons
Medical doctor and CEO of San Francisco, California’s Medweb, Dr. Pete Killcommons was honored to present the keynote address at the First Armenian International Telemedicine Congress. Dr. Peter Killcommons’s speech detailed the challenges of implementing a high-tech telemedicine system for Nangahar University Hospital and Nangahar Public Hospital in eastern Afghanistan. In order to better serve underprivileged regions of the Armenia countryside, Dr. Pete Killcommons donated a Medweb Internet-based telemedicine system to the Armenian Telemedicine Association.
The CEO of Medweb, Peter Killcommons provides valuable insight and expertise on matters of telemedicine, radiology, and disaster response. Since founding the company in 1992, Peter Killcommons continues to provide the latest in secure telemedicine and web-enabled solutions. We spoke with Peter Killcommons to understand the full scope of his business and his continued efforts helping impoverished communities abroad.
- Award winning global hospitality services company PARADISE hotel group is headquartered in Atlanta, Georgia with regional offices in Nashville, Tennessee. With over 75 years of combined operational and creative marketing experience, the company focuses on assisting clients in the hospitality industry.
- Recognized as a Top 100 Management Company, PARADISE provides comprehensive day-to-day property management and helps each asset maximize its operational and financial potential. The company values long-term asset growth and partnership relations.
- PARADISE is committed to the success of new construction and repositioned hospitality assets, providing a turnkey solution from concept development to product launch.
The document summarizes an interview with Mike West, the general manager of Hotel Interurban, about revenue management. Some key points discussed include:
- Hotel Interurban is a new 195-room hotel in Tukwila, WA opening in June 2018.
- Mike discussed how they are using projected averages from their pro forma of $157 average daily rate and 66% occupancy to set initial rates.
- Their target market is primarily business travelers, with groups and leisure guests making up smaller portions.
- While they don't have historical data, Mike said they look at competitors like Embassy Suites, Courtyard, and DoubleTree to inform their strategies.
Craig "Nedd" Neddersen is the Co-Founder and President of IDM. He has over 30 years of experience in various hotel management positions. Connie Barbian is the Partner of Development and Marketing at IDM. She has over 30 years of experience in hotel sales, marketing, and public relations. Sean Skellie is the Vice President of Business Analysis at IDM and has prepared over 35 market studies and feasibility reports for hotels.
The document introduces several members of the management team at IDM, an independent hotel management company. It provides brief biographies for each team member, describing their roles and experience in hotel management, operations, development, marketing, and other areas. The team members have decades of collective experience working for major hotel brands and independent properties.
The document discusses the merger between Starwood Hotels & Resorts and Marriott International to create the world's largest hotel chain. It notes that as the new Marriott seeks to streamline brands and reduce guest confusion, the Property Improvement Plan (PIP) will become an important tool for the company to standardize properties under the new Marriott umbrella. The document is a chapter from "The American Motel" that provides context on hotel law and operations.
Quorum Hotels & Resorts is a hotel management company founded in 1987 that specializes in repositioning first class and luxury hotels. They have assumed management of over 46 distressed hotels. The company focuses on making each hotel the best in its market through customized hospitality services including hotel management, asset management, consulting, and hotel recovery services. They have over 250 years of combined senior management experience and have provided services to over 163 hotels containing approximately 52,000 rooms across 35 states, Canada, and the Caribbean.
Michael Davidson has had a successful career in corporate real estate, beginning with an entry level position at Tishman Speyer Properties after graduating from Fordham University. He gained experience in property management, engineering, construction, and retail development while working on interior renovations for Morgan Stanley. Davidson took on expatriate roles in Tokyo and London for Morgan Stanley, managing teams across Asia, the UK, and Europe. He was later recruited by Bank of America to oversee their 20 million square foot global corporate real estate portfolio with an annual budget of $560 million. Currently, Davidson leads the development of Bank of America Tower at One Bryant Park, a 2.1 million square foot office tower in New York City striving for LEED Platinum
Executive SummaryStrategyFour Seasons generally operates as .docxSANSKAR20
Executive Summary
Strategy
Four Seasons generally operates as a hotel management company, although it includes fractional ownership in its Residence Clubs and earns most its income through its management operations as of 2005 (Four Seasons, 2005). The Four Seasons’ mission statement reflects its core values as offering exceptional experience as a “premier luxury hospitality company” while implementing strong financial planning and ethical treatment of their guests, customers, employees, and other stakeholders (Four Seasons Holding Inc, n.d.). While the company maintains properties in both urban and rural locales, the Langkawi, Malaysia resort is located on a picturesque archipelago surrounded by numerous historical, cultural, and natural attractions while providing seclusion for its guests. From 2000 to 2003, there was a global depression in tourism due to world health and political instability across the globe (Four Seasons, 2005). The company also had acquired long-standing management contracts with the Regent hotels and was managing its Kuala Lumpur property in 2005 (Four Seasons, 2005). When the resort opened in 2005, it was still publicly traded, although both Bill Gates and Prince Walid bin Talal’s Kingdom Holding Company were major shareholders at the time (Segal, 2009).
The company’s overall entry strategy includes accepting capital investments only to retrieve “long-term management contracts in key destinations” (Four Seasons, 2005, p. 15). As stated by the company, “Owners of properties that we manage are contractually responsible for funding the capital requirements of the properties, including guest room and common area renovations, and for maintaining capital reserves to fund ongoing annual maintenance capital expenditures required by the management agreements” (Four Seasons, 2005, p. 16). The company initially entered Malaysia with its contract with the Regent hotel in Kuala Lumpur. While this hotel is no longer listed on its website, it served as its initial entry to the country. Overall, its entry strategy and continued business in the country is both in keeping with its typical practices and delivers the advantages of a non-equity strategic allowance that allowed the company to gain experience in managing properties within the country.
Four Seasons does face steep competition for luxury hotels based in exotic locations in Malaysia. The Datai Langkawi is offered in the same area, with similar options (The Datai Langkawi, n.d.). There is also the Guyana Eco Resort in Borneo that offers picturesque packages to explore marine life and surrounding landscape (Guyana Eco Resort, n.d.). These options may not carry the name recognition of the Four Seasons brand, but both offer attractive packages at a fraction of the cost when searching booking websites.
Structure
Four Seasons Hotels Ltd. Organizational Chart
Four Seasons Hotels utilizes a relatively flat organizational structure for its management team. The advantages of ...
This document is lyrics to the song "Mighty to Save" which discusses God/Jesus as savior and how He offers forgiveness, compassion, and salvation to all people. It describes how Jesus conquered death through His resurrection and how we can surrender our lives and fears to follow Him. The lyrics proclaim that God is mighty and able to save through all circumstances.
Article directories can help improve search engine rankings by getting relevant backlinks. To improve performance in article directories, write unique, well-researched articles on popular topics that provide value to readers. Properly optimize articles with targeted keywords and link back to your main website to direct traffic.
This document contains a series of word problems involving subtraction. Each problem presents a starting number of objects, an action that removes some objects, and asks how many objects are left. The problems involve dogs in a park, birds flying, boats floating, planes in the sky, ants on a wall, caterpillars on a leaf, cows grazing, and marching ants. The document aims to teach subtraction through these everyday scenarios.
Grassroots social movements have more potential than ever to create change, but face challenges in sustaining themselves over time. While new technologies allow wide mobilization, leaderless structures lack consensus on next steps. Past movements in Serbia, Ukraine, and Egypt initially saw success, but struggled to maintain momentum or impact when they did not establish new strategic visions, leadership, or ways to remain organized as decentralized networks. Current activists must learn from these examples to build long-term capacity and continue their work through adaptation.
La ley publicada en 1984 clasifica los servicios de salud en atención médica, salud pública y asistencia social. Define los servicios básicos de salud y establece que los médicos, homeópatas, dentistas, veterinarios y enfermeros pueden prescribir medicamentos. Además, clasifica los servicios de salud en públicos, para derechohabientes, sociales y privados, y señala que la Secretaría de Salud vigilará y controlará los establecimientos de salud.
This document contains details about Irshad Mohamed including personal information, skills, work history, and professional summary. It summarizes his experience as a Senior Quality Analyst at ADCB from 2011 to present where he is responsible for improving quality standards, resolving issues, training staff, and ensuring customer satisfaction. Prior to this role, from 2010 to 2011 he worked as a Senior Process & Follow-Up Officer at ADCB where he handled customer requests, complaints, and queries to ensure transactions were processed accurately.
Dr. Pete Killcommons Speaks at the First AIT CongressPeter Killcommons
Medical doctor and CEO of San Francisco, California’s Medweb, Dr. Pete Killcommons was honored to present the keynote address at the First Armenian International Telemedicine Congress. Dr. Peter Killcommons’s speech detailed the challenges of implementing a high-tech telemedicine system for Nangahar University Hospital and Nangahar Public Hospital in eastern Afghanistan. In order to better serve underprivileged regions of the Armenia countryside, Dr. Pete Killcommons donated a Medweb Internet-based telemedicine system to the Armenian Telemedicine Association.
The CEO of Medweb, Peter Killcommons provides valuable insight and expertise on matters of telemedicine, radiology, and disaster response. Since founding the company in 1992, Peter Killcommons continues to provide the latest in secure telemedicine and web-enabled solutions. We spoke with Peter Killcommons to understand the full scope of his business and his continued efforts helping impoverished communities abroad.
- Award winning global hospitality services company PARADISE hotel group is headquartered in Atlanta, Georgia with regional offices in Nashville, Tennessee. With over 75 years of combined operational and creative marketing experience, the company focuses on assisting clients in the hospitality industry.
- Recognized as a Top 100 Management Company, PARADISE provides comprehensive day-to-day property management and helps each asset maximize its operational and financial potential. The company values long-term asset growth and partnership relations.
- PARADISE is committed to the success of new construction and repositioned hospitality assets, providing a turnkey solution from concept development to product launch.
The document summarizes an interview with Mike West, the general manager of Hotel Interurban, about revenue management. Some key points discussed include:
- Hotel Interurban is a new 195-room hotel in Tukwila, WA opening in June 2018.
- Mike discussed how they are using projected averages from their pro forma of $157 average daily rate and 66% occupancy to set initial rates.
- Their target market is primarily business travelers, with groups and leisure guests making up smaller portions.
- While they don't have historical data, Mike said they look at competitors like Embassy Suites, Courtyard, and DoubleTree to inform their strategies.
Craig "Nedd" Neddersen is the Co-Founder and President of IDM. He has over 30 years of experience in various hotel management positions. Connie Barbian is the Partner of Development and Marketing at IDM. She has over 30 years of experience in hotel sales, marketing, and public relations. Sean Skellie is the Vice President of Business Analysis at IDM and has prepared over 35 market studies and feasibility reports for hotels.
The document introduces several members of the management team at IDM, an independent hotel management company. It provides brief biographies for each team member, describing their roles and experience in hotel management, operations, development, marketing, and other areas. The team members have decades of collective experience working for major hotel brands and independent properties.
The document discusses the merger between Starwood Hotels & Resorts and Marriott International to create the world's largest hotel chain. It notes that as the new Marriott seeks to streamline brands and reduce guest confusion, the Property Improvement Plan (PIP) will become an important tool for the company to standardize properties under the new Marriott umbrella. The document is a chapter from "The American Motel" that provides context on hotel law and operations.
Quorum Hotels & Resorts is a hotel management company founded in 1987 that specializes in repositioning first class and luxury hotels. They have assumed management of over 46 distressed hotels. The company focuses on making each hotel the best in its market through customized hospitality services including hotel management, asset management, consulting, and hotel recovery services. They have over 250 years of combined senior management experience and have provided services to over 163 hotels containing approximately 52,000 rooms across 35 states, Canada, and the Caribbean.
Michael Davidson has had a successful career in corporate real estate, beginning with an entry level position at Tishman Speyer Properties after graduating from Fordham University. He gained experience in property management, engineering, construction, and retail development while working on interior renovations for Morgan Stanley. Davidson took on expatriate roles in Tokyo and London for Morgan Stanley, managing teams across Asia, the UK, and Europe. He was later recruited by Bank of America to oversee their 20 million square foot global corporate real estate portfolio with an annual budget of $560 million. Currently, Davidson leads the development of Bank of America Tower at One Bryant Park, a 2.1 million square foot office tower in New York City striving for LEED Platinum
Executive SummaryStrategyFour Seasons generally operates as .docxSANSKAR20
Executive Summary
Strategy
Four Seasons generally operates as a hotel management company, although it includes fractional ownership in its Residence Clubs and earns most its income through its management operations as of 2005 (Four Seasons, 2005). The Four Seasons’ mission statement reflects its core values as offering exceptional experience as a “premier luxury hospitality company” while implementing strong financial planning and ethical treatment of their guests, customers, employees, and other stakeholders (Four Seasons Holding Inc, n.d.). While the company maintains properties in both urban and rural locales, the Langkawi, Malaysia resort is located on a picturesque archipelago surrounded by numerous historical, cultural, and natural attractions while providing seclusion for its guests. From 2000 to 2003, there was a global depression in tourism due to world health and political instability across the globe (Four Seasons, 2005). The company also had acquired long-standing management contracts with the Regent hotels and was managing its Kuala Lumpur property in 2005 (Four Seasons, 2005). When the resort opened in 2005, it was still publicly traded, although both Bill Gates and Prince Walid bin Talal’s Kingdom Holding Company were major shareholders at the time (Segal, 2009).
The company’s overall entry strategy includes accepting capital investments only to retrieve “long-term management contracts in key destinations” (Four Seasons, 2005, p. 15). As stated by the company, “Owners of properties that we manage are contractually responsible for funding the capital requirements of the properties, including guest room and common area renovations, and for maintaining capital reserves to fund ongoing annual maintenance capital expenditures required by the management agreements” (Four Seasons, 2005, p. 16). The company initially entered Malaysia with its contract with the Regent hotel in Kuala Lumpur. While this hotel is no longer listed on its website, it served as its initial entry to the country. Overall, its entry strategy and continued business in the country is both in keeping with its typical practices and delivers the advantages of a non-equity strategic allowance that allowed the company to gain experience in managing properties within the country.
Four Seasons does face steep competition for luxury hotels based in exotic locations in Malaysia. The Datai Langkawi is offered in the same area, with similar options (The Datai Langkawi, n.d.). There is also the Guyana Eco Resort in Borneo that offers picturesque packages to explore marine life and surrounding landscape (Guyana Eco Resort, n.d.). These options may not carry the name recognition of the Four Seasons brand, but both offer attractive packages at a fraction of the cost when searching booking websites.
Structure
Four Seasons Hotels Ltd. Organizational Chart
Four Seasons Hotels utilizes a relatively flat organizational structure for its management team. The advantages of ...
IGI-3R - HOTEL INVESTMENT ADVISORY & ASSET MANAGEMENT3R Hospitality
IGI-3R provides a unique offering in India – a global standards of asset management tailored for the domestic hospitality industry’s owners, investors and financiers of hotels, resorts and serviced apartments.
IGI-3R is focused on creating and enhancing value, using our skills and proven methods to design and implement short term tactics and long term strategies to drive or fix the performance of hospitality assets.
Its principals are mature investment and operational professionals who have worked for global and independent hotel operating companies, leading investment and lending institutions and publicly traded companies.
IGI-3R is an independent company and is not affiliated with any hotel brand or brokerage house.
We advise on turnaround and underperforming assets by identifying operating inefficiencies, restructuring and re-organization opportunities and thereafter bringing in solutions for the hotel, restaurants or spa.
Hospitality Law Conference 2010 - Latest Developments In Management Contracts...HospitalityLawyer.com
This document summarizes a panel discussion on recent developments in hotel management agreements. The panel discussed how (1) recent management agreements differ from older deals, with owners having more control and emphasis on base fees over incentive fees, (2) management agreements related to condo-hotels and branded residences have changed since the 2008 economic crisis, with many promised projects not being built, and (3) management agreements developed since 2008 in the context of foreclosures often have shorter terms, tougher performance tests, and more lender protections compared to pre-crisis deals.
competition winner Hotel General Manager Position in DLynellBull52
competition winner
Hotel General Manager Position in Dubai
By Fezvi Okumus
Introduction
This case study presents a scenario about a US born and educated
HGM currently managing a hotel in England but receives a similar job
ofer for a larger property in Dubai within the same hotel group. The
case study provides background information to the HGM, First Quality
Hotels group, the hotel property in Dubai and the hospitality industry
in Dubai. It ends by raising several questions about the HGM’s options
in response to the job ofer.
Background to Mr. David Miller
After completing his undergraduate degree in Hospitality Man-
agement at a reputable university in the United States (US), Mr. David
Miller joined First Quality Hotels group as a management trainee
in 1995. He worked for this company at properties in New York, Las
Vegas, Chicago, Miami and Houston. He held various managerial po-
sitions in food and beverage along with sales and marketing in the
company’s hotels in Chicago, Miami and Houston. As a result of his
outstanding performance, he was promoted to Food and Beverage
Manager at the Chicago property in 2000; Hotel Manager in Miami in
2002 and became Hotel General Manager at the 400-room property in
Houston in 2004.
David completed his MBA in 2005 and was subsequently sent to
Athens, Greece, where he worked as the HGM at the chain’s 450-room
hotel for three years. In 2008, he was promoted to a larger five star
property (600 rooms) in London, England as the HGM. He has been
responsible for implementing a turnaround strategy for the hotel, with
impressive results in guest service metrics and overall profit margin.
He is often described by those who have worked with him or for him
as being a hard-working, analytical, approachable, team builder, team
player, fair, motivator, good communicator, good listener and inspir-
ing.
David is married to Jennifer and they have two daughters who
are six and nine. Jennifer has not been particularly pleased with their
moves from one location to another one every three/four years. She is
also concerned with their daughters’ education since it takes time for
them to settle down and get used to their new schools and the educa-
tion system in each location. David is less concerned with this since he
knows that there are generally first class private schools in every loca-
tion they go and the company pays for their daughters’ educational
Fezvi Okumus is Chair and Associate Professor at Rosen College of Hospitality
of Central Florida at University of Central Florida.
expenses. He also thinks that it is a great exposure for their daughters
to live in diferent countries and cultures, which can give them a com-
petitive edge in the long term. On the other hand, Jennifer hopes that
one day they can go back to the US and she can perhaps start build-
ing a career for herself as well. Jenifer also believes that David works
for long hou ...
World’s Visionary Leaders Making A Difference in Middle East, 2023.pdfWorlds Leaders Magazine
Denis Sorin, Chief Executive Officer of Amsa Hospitality, is thrilled to be featured on the cover of the prestigious World’s Leaders Magazine as one of the World's Visionary Leaders Making A Difference in Middle East, 2023
Kurt Noyce has been the president of Embrace Home Loans for 18 years, leading the company through constant change in the volatile real estate market. Under his leadership, Embrace has experienced strong growth, with revenue increasing 69% over three years and employment growing 48%. Noyce credits his success to empowering and developing his 800 employees, providing inspirational quotes to them each day and mentoring many into leadership roles. He has also formed innovative partnerships with banks, keeping the customer experience as his top priority through constant changes in the industry.
Leines Hotel Advisors is a Midwest firm that provides brokerage and advisory services for hotel transactions, with over 50 years of combined experience in hotel operations, development, and real estate. The firm is led by founder and CEO Ted Leines, who has experience negotiating complex hotel deals, and senior associate Steve Sherf, who has over 35 years of consulting and development experience in the hospitality industry. Leines Hotel Advisors handles all aspects of the sales process, from initial analysis and marketing to negotiations and a coordinated closing. They aim to create value for clients by serving as trusted advisors, expert marketers, fair negotiators, and proven closers.
It’s all yours. You can help yourself to any of the job descriptions or letter templates in this guide. They’re available in PDF form or if you prefer there’s a link to a downloadable Word doc. Enjoy, customize and never face a blank page again!
Introduction - 1 paragraph Provide a brief introduction that .docxnormanibarber20063
Introduction - 1 paragraph
Provide a brief introduction that explains the purpose of the paper and introduces the organization that you will be analyzing.
Culture – 1 page
Culture
Marriott is an international luxury hotel that has an individually distinctive and collectively powerful culture. They are operates and franchises more than 2600 hotels and resorts, totaling approximately 425,900 rooms and 6,300 vacation ownership villas worldwide. They have 15 brand and hotels in 70 countries. Marriott has a special treatment that it takes people who truly love that they do to create a truly extraordinary experience. For the social events, such as weddings, the event planners available that will help customers plan that special occasion. They also have technology support, global conferencing, small to grand scale conferencing centers. Marriott have an unique beliefs that are most important to them stay the same—putting people first, pursuing excellence, embracing change, acting with integrity and serving our world. Being part of Marriott International means being part of a proud history and a thriving culture.
The Marriott has a different culture than other hotel, because they concern for all employees, hands-on management, and the hotel associate with corporate culture and management style. They would like to use unrelenting commitment to meeting customer needs through excellence in quality, service and hospitality. They did was based on their uncompromising beliefs in treating people fairly, working hard, paying close attention to details, and listening to arid giving customers what they wanted.
Although competitors such as Starwood and Hilton could have an advantage over Marriott in upgrading rooms because they own a larger proportion of their properties. Marriott have some unique culture are do whatever it takes to take care of the customer, pay extraordinary attention to detail and use their creativity to find new ways to meet the needs of customers.
Development – 1 page
John Willard Marriott started to open a root beer named Marriott in Washington, D.C. with his wife in 1927. John Willard Marriott said, “Culture is the life-thread and glue that links our past, present, and future”. And Marriott’s original culture is to treat their customers, associates, and employee in a good way in order to make Marriott successful. The company provided good foods and service to its customer, and John Marriott found that the residents in the city needed a place to get a cold drink in summer, he later expanded their root beer business into restaurant and hotels.
By discovering new ways to meet the needs of customers, Marriott developed their culture from treating their customer in one single stage to all stages, so they acquire Courtyard in 1983, and then they acquire Ritz - Carlton in 1995, and build different gradation of levels of hotels to meet the needs of customer from different backgrounds. In addition, Marriott found that som.
Cynthia Jones is applying for an open position and provides her resume highlighting over 22 years of experience in hospitality management, including 7 years as General Manager of the Hilton Garden Inn Clovis where she increased revenue and ADR annually. She is seeking a new opportunity to continue developing her skills and contributing to a hotel or management company as an asset. Letters of recommendation from her time at HGI Clovis are provided to support her strong record of success in operations and management.
David Drury has taken over as president of MB Equipment Finance after industry icon Ed Dahlka retired. Drury is looking to continue building on the foundation laid by Dahlka and position MB Equipment Finance as a national player in the industry. Drury gained experience over 12 years at GE Capital and is now excited to lead MB Equipment Finance as a smaller, more nimble company. He wants to shift the business more toward direct origination channels rather than relying on purchases through the buy desk.
How To Become A Better Hotel Manager Tips, Tricks, and Advice? - Michael NanoskyMichael Nanosky
If you are interested in learning more about Hotel Management or the industry, Michael Nanosky might be a good option. Michael Nanosky worked in the Hospitality Industry for almost 30 years. He joined Beck Hospitality as a Partner and became President of Hotel Operations in 1989. Within a short time, his company was involved in 20 hotel management companies.
Similar to Hotel business.com recognizes Michael Goldwasser (20)
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcy
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...
Hotel business.com recognizes Michael Goldwasser
1. up & comers
34 | December 15, 2015 | hotelbusiness.com
T
he editorial staff of Hotel
Business has selected seven
rising stars in the hotel
industry and interviewed them
about their career starts, current
responsibilities and plans for the
future. From top positions at hotel
development and investment firms
to a VP of global brands to a general
manager, these selected individuals
have already made an impact on their
respective companies and, we believe,
are poised to fulfill leadership positions
within the hospitality industry.
In fact, who knows what the future
brings? Maybe these Up & Comers will
one day be on Hotel Business’ annual
Ten to Watch list.
In the meantime, we’re always
interested to know who you think
is a professional on the rise. Maybe
it’s someone you’ve worked with, or
someone who currently works for
you. Let us know. Send me a note at
christinat@hotelbusiness.com.
—Christina Trauthwein
One of the tenets Michael Goldwasser,
the 29-year-old general manager at
the 132-room Residence Inn Orlando
Airport in Florida, manages by comes
from a quote from J. Willard Marriott,
founder of the parent company of the
flag his hotel flies: “If you take care of
your associates, they will take care of
the customer, and the customer will
keep coming back.”
That philosophy has worked well for
the graduate of University of Central
Florida’s Rosen College of Hospitality
Management, who was in his final year
in college when he landed his first job in
the industry in 2008: a front desk agent
position at the 130-room Springhill
Suites Orlando Airport, owned and
operated by JHM Hotels, which also
does the same for the hotel where
Goldwasser is currently employed.
He ascended to front officer
supervisor at the SpringHill Suites
before becoming manager of six food
and beverage outlets at Orlando
Airport. But, all the while, the lodging
industry was calling him to come back.
“The catalyst was the ability to work
with everything that comprises the
lodging industry: from working with
people and dealing with accounting, to
maintenance and F&B. All of that is ex-
citing to me,” said Goldwasser, who re-
turned to his former stomping grounds
as assistant GM in 2013.
It didn’t take long for him to land his
first general manager position, as he
took on his current role in January of
this year. Goldwasser noted that his
favorite part of the job is “walking into
the hotel knowing that today will not be
the same as yesterday. I look forward to
new challenges and, being in the hos-
pitality industry, different challenges
arise every day.”
—Adam Perkowsky
If not you, who? The motto Elliott
S. Estes keeps in his head apparently
served him well earlier this year. Estes
did what many consider, but often fail
to act upon—he left a great job with a
great company to follow a dream.
In April, that dream—with the confi-
dence-building “rock-solid support” of
his wife, Maia— became reality when
Estes founded Woodmont Lodging,
LLC, a hospitality investment firm.
Estes made the leap of faith from ho-
tel REIT RLJ Lodging Trust, where he
had finance, transaction and portfolio-
management responsibilities, serving
as director of finance and managing
the execution of all asset- and corpo-
rate-level transactions, with aggregate
values in the billions of dollars.
With solid experience behind him,
Estes in the short- to mid-term is
now looking for Bethesda, MD-based
Woodmont, which is focused on acqui-
sition and asset management of select-
service and extended-stay hotels, to
own a portfolio of 10 hotels in its first
18 to 24 months.
To bolster that effort, Estes in Sep-
tember added Michael Blank, another
RLJ executive expat, as a partner.
Blank had managed RLJ’s business
intelligence function, which was re-
sponsible for portfolio-data analysis.
Long term, Estes said the firm,
which has been received “very well,”
wants to “provide institutional-quality
execution to local owners/operators,
and to big institutions that are trim-
ming their portfolios or purchasing
portfolios but are not interested in
the secondary and tertiary markets.”
Noted Estes, “We want to grow. We
want to be one of the larger players,
but we know it’s going to take time to
get there.”
—Stefani C. O’Connor
After graduating Summa Cum Laude
from Mississippi State University’s
(MSU) undergraduate double-major
program in 2008 with an emphasis
in real estate and banking finance,
Sunny Desai was unsure about his
career path until he came to the aid of
his father.
Several years ago, Desai’s father, who
owned a few motels at the time, was
developing the Holiday Inn Express
Suites in Winona, MS. Desai helped
spearhead and manage the project.
“That’s how I fell in love with the whole
process,” said Desai, 29, president
CEO, Desai Hotel Group and a mem-
ber of the IHG Owners Association’s
Emerging Leaders Council.
After finishing MSU’s MBA pro-
gram in 2010, he founded the hotel
development and investment company
based in Jackson, MS, at the age of 24.
Driven by the continuously changing
environment of the hospitality indus-
try, Desai Hotel Group specializes in
developing and managing high-quality,
select-service hotel assets throughout
the Southeastern U.S.
Desai oversees the overall direction
and the day-to-day operations of the
company, which currently has seven
hotels in the pipeline. He attributes
much of the company’s success to his
team members. Over the past few
years, Desai has learned how best to
delegate responsibilities to his staff
while helping to empower them to
reach their goals. “I don’t try to be
everything to everyone,” he said, “and
they’ve been able to grow.”
He added, “My goal as a company
is to become one of the premier hotel
companies in the industry. It’s a long
process. Hopefully, we’re going in the
right direction.”
—Matthew Marin
Michael Goldwasser
GM
Residence Inn Orlando Airport
Sunny Desai
President CEO
Desai Hotel Group
Elliott S. Estes
Principal
Woodmont Lodging, LLC
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