“Conversations with Alumni” – Gary Mendell ‘79

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Hannah Yang ’18 was fortunate to speak with Gary Mendell ‘79, the founder, Chairman, and CEO of Shatterproof, a non-profit organization dedicated to ending the stigma against addiction and helping those who suffer recover from it. Gary is also the founder of HEI Hotels and Resorts, a multi-billion dollar company that oversees a portfolio of 70 hotels.

Gary Mendell ’79

Can you tell us about your current day-to-day involvements with HEI Hotels and Resorts, as well as Shatterproof?

I still own HEI Hotels and Resorts, but I work full-time on Shatterproof.

You are an entrepreneur – having founded a hotel operator company as well as a non-profit. How did HEI first get started?

I was in the restaurant business when my brother Steve (SHA ’82) and I got together and saw that a lot of companies have been investing across the range. We decided that it will be good for us to focus on one specific area. There were two options – taking the restaurant business and building it up to a national chain, or focus on hotel investing. My brother was an analyst at that time and was familiar with many hotels, and we decided to go into hotel investing.

How do you translate the same principles used to lead a hotel company to running a non-profit?

There is a lot of cross-over. A hotel company is like other decentralized companies, with its multi-unit businesses. You work with things like creating a vision, developing a business plan, attracting extremely high caliber talent, and leading people.

Have you translated your work at Shatterproof to HEI in some way?

Basically every year we (Shatterproof) have events all over the country, not just with HEI, but the entire hotel industry. We have had events where people rappel off a building, and fundraisers – not just fundraising, but plenty of people getting together to end the stigma of addiction, to get people talking about it as opposed to the silence on addiction. Approximately 40 companies in the hotel industry have been involved in our events all across the country, where people have been rappelling off buildings. We hold a big one at ALIS (Americas Lodging Investment Summit) every year, the hotel conference in LA, and 5Ks and walk-a-thons. Again, they are not only fundraisers, but plenty of people coming together to end the silence on addiction.

What is something you are most proud of in your work at Shatterproof?

It is hard to say one thing, but I’d say that I am most proud of the people I meet whose lives that have been saved by the work that we do.

What is something you were most proud of in 2017?

In 2017, I am most proud of the launch of our task force to fundamentally and systemically change and improve the quality of treatment to those getting treated for addiction.

Do you think the work you have done in addiction can be extended to mental illnesses and other lesser known illnesses?

Absolutely. Once we build it up for addiction, we will move into mental health.

At Cornell and other colleges around the country, many struggle with mental illnesses, yet we don’t talk about it enough. Many don’t know how to systemically help others or even get help for themselves.

You are exactly right, that’s why we are doing this, to get people talking about it, to get rid of the shame and the stigma that anybody with mental health or issues with substances, drugs, or alcohol would face. They should not be ashamed, it is not their fault, there is nothing wrong with it but they don’t get treated like with other diseases.

What is the most memorable thing for you at Cornell?

The friendships that I developed there, both in the hotel school and my fraternity, and I continue to maintain them.

What is one thing that you would like to tell all Hotelies?

I think it is what we were just talking about – that those who struggle with addiction to substances, or mental health issues, those are diseases like any other. There should be no shame and stigma with anyone who struggles with either or both of these diseases. It will be wonderful if those in the hotel school, those in college, or coming out of college can lead an effort around our country, to get people talking about it, and get rid of what I believe is a social injustice of our time. Young people, and people in college, have the power to change that. They can be leaders, and they can change that.

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The Cornell Hotel Society Executive Board thanks the Cornell Hotel Society – Collegiate Chapter for initiating and conducting the “Conversations with Alumni” project.

“Conversations with Alumni” – Dean Kate Walsh Ph.D. (Cornell MPS ’90)

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Cornell Hotel Society Collegiate Chapter President Michael Baldyga ’19 was fortunate to speak with School of Hotel Administration Dean Kate Walsh Ph.D., a graduate of the SHA MPS program in 1990.

Dean Kate Walsh visited Dallas in December 2017.

Was there any particular story/moment when you first knew what it meant to be a Hotelie? If so, could you please share?

I would go back to my graduate student days nearly 30 years ago. I knew what it was like to be a Hotelie the very first day I walked into Statler Hall.  Faculty were right there to welcome us home.  I felt their hospitality from the start and it was infectious. Within a week, my small class of thirty-five was a bonded group, and we’ve stayed that way ever since. In my first semester as an MPS student I was a TA for an organizational behavior class and one of the first things we did was help freshmen participate in service work in the community.  That combination of bonding with my class and learning to be other-centered was special.  Being a Hotelie is being part of a community that cares.

What does it mean to be a Hotelie for Life®?

Being a Hotelie for Life is something that is sort of both in your head and in your heart. You carry it with you and you take it upon yourself to help other people be more successful in what they do. You pay it forward.

What has been your favorite Hotelie for Life® moment?

I love the closing banquet for HEC when all of the students who volunteered during the weekend, come around the stage and are high-fived by the executive team, in front of the whole an applauding community of alumni, faculty and staff.  HEC takes so much organization and work. And it all comes together beautifully, every time. That’s a special one for me.

Whether on campus or when I go to Hotelie or CHS events, I see our alumni taking the students under their wings always – these are all Hotelie for Life moments.

Who, if anyone, has most shaped your definition of Hotelie for Life®? How?

Just about everyone. All the people – the alumni who care deeply, the students who are doing amazing things, and especially the faculty and staff who teach, and mentor and just give their time and attention to all our students – it gets reinforced just about every day.  It’s a spectacular virtuous cycle.

In what ways has the student body changed since you were a student here? Stayed the same? 

There’s something about Hotelies, their other-centeredness and graciousness. It is a service mindset. It’s about helping somebody else have a better day. That is what I still see in our students. When you bring together really smart students, who are also so emotionally intelligent and caring, that makes for a very special place. Our Hotelie community is like a family within Cornell. All of our students at Cornell are smart and accomplished, but there is just an essence of giving, of generosity, of being a great colleague that defines our hotelies. We cultivate that with our core curriculum.  When you bring all of our students together in a shared project or experience, it’s really powerful.

What is your favorite spot in Statler? or Cornell? Why?

I love the Hersha Center, which is the space for Establishment, our student-run restaurant. I feel like magic happens there every night. It’s amazing what students create in a dining experience. It epitomizes who we are as a School. It’s a space that has heart and soul.

When students introduce themselves in class or extracurricular meetings, oftentimes they are asked to provide a fun fact. What is your fun fact?

I grew up with five brothers and no sisters. Growing up as one of six kids, you learn to live with lots of chaos, so it sure prepared me for the world of service-based work.  As luck would have it, my husband and I have three sons, so I’m looking forward to the day when I get a daughter-in-law!

Is there anything else you would like to share with Hotelies? Or that you think would be helpful for this campaign?

Hotelies are amazing people. I see it all the time in my travels, wherever I go. Our alumni are so gracious, welcoming and fun. We all share a deep passion for the school, but our alumni use that passion more strongly link our school with our industry. We call our alumni our secret sauce. I don’t know any other school for hospitality or business, for that matter, that can quite replicate our magic. Someone once said that our school is the hub of the industry ecosystem, and it really is.  All of us at SHA are deeply grateful to be supported by such a powerful community.

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The Cornell Hotel Society Executive Board thanks the Cornell Hotel Society – Collegiate Chapter for initiating and conducting the “Conversations with Alumni” project.

 

 

“Conversations with Alumni” – Stacey Nadolny MAI ‘05

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Margil Quijano, a senior in the Hotel School, had the chance to interview Stacey Nadolny MAI ‘05, Managing Director and Senior Partner with HVS in Chicago.

Stacey Naldony ’05

 What was your favorite course in the hotel school?

During my time at the hotel school, I enjoyed taking courses that were related to my concentration, hotel design. The drafting class with Professor Richard Penner was one of my favorites; it helped me better understand the thoughtful design and complex planning that goes into building a hotel. I also loved the restaurant courses, and the restaurant concept class with Stephani Robson was another stand-out. But, I also took a lot of really unique and interesting classes outside of the Hotel School, including a Wood Shop class in the Ag School (I think I was the only Hotelie to have ever taken that course) and a Supermarket Retail class. That is one of the best things about Cornell—”an institution where any person could find instruction in any study”.

What did you do after graduation?

Once I realized that a career in hotel and restaurant design required further education and credentials, I decided to pursue my passion for food. I had grown up in restaurants and had always worked in food and beverage (aside from a short stint as a valet at the Statler), so I interviewed primarily with restaurant and catering groups my senior year. I was fortunate to secure an opportunity in the management training program with Hillstone, and worked with them in three cities for about a year and a half.

I figured out pretty early on that operations was not a life-long career for me, but I worked hard to absorb as much as possible while I was there. In the restaurant management role, I was able to learn how to run a profitable business, how to think on my feet, and how to handle guest complaints, and that maintaining high standards are everything to a consistent guest experience. The experience truly humbled me and made me recognize the value of the customer interaction—in every business setting.

I was able to survive as a young manager by learning from the seasoned managers that became my mentors. All of them had more than ten years of experience, and I was lucky enough that two of them were women, which helped me realize the potential for female leadership in the hospitality industry, as well as how to carry myself in a male-dominated field.

How did you transition from operations into consulting?

The SHA alumni network can be credited with my transition into consulting. I was attending the New York Hotel Show alumni event after I left Hillstone and was on the job hunt. I ran into a former classmate employed by HVS who told me about an opportunity available in the Dallas office. I was very interested in moving into a more analytic role in consulting, and I jumped at this opportunity and applied in December 2006.

While I had limited exposure to real estate as a restaurant manager or in school, I spent a lot of time studying the financial statements at my restaurant and really enjoyed the finance and accounting classes at Cornell. Additionally, HVS offered appraisal training and internal training that was unparalleled at that time, and it allowed me to catch on very quickly once I started in January 2007. This helped me develop my analytical skills that, paired with the training and resources that HVS offers, has enabled me to succeed in my current role.

What does your day to day look like?

 In my current position, I am responsible for overseeing my team of six associates based in the Midwest. My other tasks include business development, client management, supervising appraisals and market studies, speaking at conferences, and creating connections in the hospitality industry, especially the within the Cornell Hotel Society. For hotel consulting work, we work with developers and help them make decisions related to their hotel projects. Prior to becoming a Managing Director, my role as an associate included site inspections and interviews the hotel managers, market participants, and economic officials, which I still get to do from time to time.

After we conducts the research, we sit down and run the analysis. The most important part is the analysis and having support for the conclusions we make as market experts. Everything is data driven, such as occupancy, average rate, and financial performance; it is important to weave through what we gathered in order to find the facts.

What do you see as the most prevalent trends in the hospitality industry?

One of the biggest trends is the integration of technology and how it has facilitated the sharing of information. It has greatly influenced how hotel rooms are booked and how hotels are marketed. Today, guests turn to social media sites, such as Instagram, Facebook, and Yelp, to research the hotels, and the “Instagram Effect” has certainly made its way to help bring popularity to Instragramable food and destinations in hotels. For example, this year in Chicago, the “Bean” (Cloudgate) overtook Navy Pier as the most visited destination, credited to everyone wanting to take a selfie with a big round mirror sculpture!

Another trend is the changing dynamic of food and beverage. Hoteliers are catching on that strong food and beverage drives guests to your property, and a restaurant not longer has to be a loss leader on your P&L. There are more and more hotels outsourcing their outlets for new concepts to local restaurant groups and celebrity chefs. Combined with the surge in food bloggers/Instagramers, hotel restaurants are targeting these influencers to put them on the map.

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The Cornell Hotel Society Executive Board thanks the Cornell Hotel Society – Collegiate Chapter for initiating and conducting the “Conversations with Alumni” project.

“Conversations with Alumni” – Sophia Lin Kanno ‘05

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Lizzie Jeon, a junior in the Hotel School, had the chance to interview Sophia Line Kanno ‘05, Event Producer with Kehoe Designs in Chicago.

Sophia Lin-Kanno ’05

  • Would you mind sharing a bit about yourself? I was actually a transfer from Georgia Tech. While I was there, I planned many events for the school and realized this is what I wanted to do. Eventually, I transferred to Cornell because I knew hospitality was the route I wanted to take.Through my internship experiences, I discovered that there’s a niche of the events planning market called events design. Realizing this was the area I wanted to explore, I built my own curriculum at Cornell with a mix of Design and Environmental Analysis and Film Analysis classes.After graduation, I worked in various areas such as hospitality interior design, catering, and special events. I stayed at a catering and events design company called Legendary Events for 10 years, working in different departments such as sales and design. Now I am at Kehoe Designs as an Event Producer in Chicago.
  • Could you describe the process of designing an event?

While I am an events designer, I am also a strategist. As a designer, I look to create a full environment and experience. I ask the client about the purpose of the event: What is this event for? There often is a deeper mission and message that clients are trying to portray through this event. Then, I take their mission and make sure that everything I select for the event channels back to that idea. It’s a lot of work: I want to make sure that the guests understand the message when they enter the space. It’s like painting a picture by taking really important points, enlarging them, and making them a part of the décor.

  • What do you value the most when designing an event?

There’s a quote by Maya Angelou: “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.” This is true with events; people won’t remember the floral arrangements but they will remember how they felt when they walked in to the space. Ultimately, we are looking for that reaction. When people can remember, I know I’ve done my job.

  • Could you talk about the most memorable event that you planned?

 There was a corporate conference assigned only six weeks before the event. We had about 2,000 people to entertain in the event space and the attendees were mostly senior representatives of a large international consulting company. They were flying in from all over the world for this week-long conference in Chicago. Because the client wanted something very unique and over-the-top, we adopted the idea of a darker version of “Alice in Wonderland.” We came up with a very creative and smart way of displaying the food through design. We created vertical shelves and expressive rolling carts that were capable of serving hundreds of guests simultaneously. This event is one of the most memorable ones because it really took design to another level by finding the perfect balance between design and functionality.

  • What differentiates Kehoe Designs from other event design companies?

The most significant differentiating factor is that Kehoe Designs wants to know all the parts of the book and sees a big picture. All the touchpoints of a guest experience must fit together. Another critical factor is that we own a lot of our equipment and can bring any vision to life. We house all thirteen production departments under one roof. From art creation to custom furniture and floral design to technical production – we pride ourselves on delivering solutions, whether for a challenging venue, a high-profile security event, or a demanding timeline.

  • How has the event planning industry evolved, especially with such innovations in technology?

Technology has evolved the industry dramatically. With LED screens and tiles, you can apply amazing enhancements such as fragmenting a project image and applying video mapping. If you don’t have the budget, we can now project imagery in the space and make it something really cool. With advancements in technology, the event can convert into completely different atmospheres and experiences. It’s like walking into a moving picture that can change with a snap of a finger.

  • The theme for this year’s HEC is “Sense of Place.” As an expert on events, do you have any ideas or recommendations for the design team?

Listen to what the message is about for HEC. Why are people attending HEC? What is the goal? Within that goal, how can you allow your design to speak that message and solicit that goal? For example, if the goal is networking, maybe the gala could be a reception where everyone interacts by moving around. Pick one or two things that impact HEC the most and shake things up by changing the approach!

  • What did you enjoy the most at Cornell? 

Cornell is an environment that allows you to really explore. Even as a Hotelie, I felt like I was able to build my own curriculum. It’s an extremely diverse place as well, not just culturally but also socioeconomically. I met some of my closest friends there that I still talk to today.

  • Do you have any advice for aspiring students at the Hotel School?

 Take advantage of what’s in front of you. Cornell offers you so much. I highly recommend taking courses outside of the Hotel School. For those interested in design, I also suggest enrolling in film analysis classes. The more you push yourself to face your fears, the more you realize how un-scary those fears are. Be adventurous and be a risk taker!

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The Cornell Hotel Society Executive Board thanks the Cornell Hotel Society – Collegiate Chapter for initiating and conducting the “Conversations with Alumni” project.

“Conversations with Alumni” – Robert Cole ‘81

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Claudia Choi, a junior in the Hotel School, had the chance to interview Robert Cole ‘81, Founder and CEO of RockCheetah.

Robert, has vast experience in different fields of hospitality, working with Four Seasons as Corporate Director of Marketing Planning, Sabre as Director of Hospitality Development, and Cendant as Vice President of Hotel and Car, in addition to being involved in three startups. His company, RockCheetah, is a hotel marketing strategy and travel technology consulting company. It assists global hospitality and travel organizations create successful marketing strategies and execute business processes, helping a wide range of clients from National Geographic and Marriott to the US government. He also serves as Phocuswright’s Senior Research Analysts for Lodging and Leisure Travel.

Robert Cole ’81

What inspired you to create RockCheetah, your marketing and travel tech consulting company?

Marketing and technology were always interests. Four Seasons gave me an incredible opportunity to prove myself during a summer internship for three sales & marketing vice presidents at their corporate office in Toronto. After graduating and working in pre-opening sales, I took over the property computer systems, since I already had operational experience in front office and food & beverage working during the summers at Sun Valley Resorts and Yellowstone National Park. There were challenges, like living on property and working 120-hours per week through a property opening, but it proved to be an extremely valuable experience.

After heading marketing for an economy lodging group, starting a global representation firm for four and five-star properties, running Sabre’s platform that was handling 50% of the world’s automated hotel bookings at the time, and starting up a company that introduced dynamic packaging to the travel industry, I felt it was time to start something new. Through RockCheetah, I was inspired to take my diverse hospitality experiences, to help my clients prove that marketing, technology and exemplary service could peacefully coexist. Since then, through RockCheetah, I have worked on a variety of fascinating projects like helping National Geographic create its Lodges soft-brand, Marriott develop its packaged vacations strategy and the US government and travel technology investors with some things I can’t discuss…

Did you envision this is where you would be? Can you describe a decision that you have made that you believe has helped shape the you of today?

I let my career path evolve organically as opportunities arose. I never planned to be where I am today – a self-described strategic plumber. Every decision I have made, or witnessed, has helped me grow to become more successful. I truly love my job and I am passionate about what advances the capabilities of the hospitality industry. I always challenge myself and my clients to exceed the expectations of their customers by delivering outstanding service.

Making organizations more profitable through strategy is baked into my DNA. It hasn’t always been an easy journey. I’ve sadly seen some companies make horrible decisions – sometimes due to fear, ineptitude, lack of quality data, or failing to listen to staff or partners – that were nearly always avoidable. Problems typically arise from inconsistencies between organizational business goals, strategic departmental initiatives and the operational tactics employed through core business processes. When leading a team, it’s critically important that expectations are clearly defined, that they consistently align with the corporate mission and that employees have the tools available to succeed. Then, if a gap is identified, discussions about any changes required to achieve expectations get pretty simple and the solutions can be collaborative.

On your website, RockCheetah.com, you describe that through your career you have been fortunate to have learned from highly respected and influential business leaders in the fields of travel, marketing and technology. Can you elaborate on your experiences?

I have been fortunate enough to work with some true visionaries through the course of my career. For example, I have been able to witness the transformation of Four Seasons from a small Canadian company to what it is today, through the course of my eight years working there. I saw Isadore Sharp, ensure the “Golden Rule” applied equally to staff, owners, investors, vendors and guests.

When a houseman responsible for overnight shoeshine accidentally separated all the shoes from the bags with their room numbers at 3:00am, nobody got yelled at or fired. The resident manager, director of housekeeping and chef quickly created and executed a plan to send notes to the impacted guests explaining the mix-up and inviting them to housekeeping for breakfast to retrieve their shoes. The guests loved it. They turned a negative into a positive, then fixed the process to make certain it would never happen again.

I’ve seen how Chiat Day advertising (the geniuses behind Apple’s breakthrough campaigns) organized their offices to eliminate silos and have every team member focused on how consumers would respond to a message or image given the context of their lives and the media. I have dozens of similar examples where the organizations encourage and empower their staffs.

Have you ever faced any challenges working with foreign markets? For example, on your website, you have described working with Japanese investors in the 90’s to create a business plan and financial statement for a joint venture.

Yes, I worked for six years on a startup where Saison Group was the primary investor, so I spent some time in Tokyo. It was fascinating to see how Yuji Tsutsumi handled our small business with the same care and attention as other massive entities across a diversified portfolio of holdings.

I’ve always found that trying to accommodate the regular business hours of an overseas partner was very beneficial. With Japan, there was a 15-hour time difference. At Neat Group, our development team was in Tel Aviv, so in addition to the time difference, we built processes that would help take advantage of crossing Sunday-Thursday with Monday-Friday work weeks.

In an international, multicultural setting, I try to be sensitive to their perspectives and personally adapt to provide the best quality work for them. It normally comes down to making sure they are comfortable with information and processes, so they are open to making good decisions.

How do you go about business with your clients?

The first question that I always ask my clients is “What are your core business objectives?” For any project, I try to gain consensus on what the finish line looks like and how they plan to measure success. If a goal is nebulous, like improving the guest experience, from the initial kickoff meeting, it may be important to discuss how the company business model creates value – simply put, the benefit divided by the cost.

Often, there are contradictions with the desires and needs of different guest personas, which can throw some hotel clients off track. It’s important to understand how business goals, strategies, tactics and budgets can impact dynamics like customer value perception and corporate profitability. One must consider the objectives holistically – what makes both the guests and the investors happy? Once the rules are known, coming up with methods to accomplish those goals gets much easier.

When evaluating or employing innovative technologies, it’s critical to avoid “shiny object syndrome.” Success rarely results from rushing to buy a cool technology; the devil is in the details – what does it do well or poorly, how does it integrate with existing or planned systems, does it scale, and who owns what data if ways must part in the future?

Earlier in the interview, you touched on the subject of providing guests with genuine hospitable services. Can you give an example of exemplary service?

When I was VP of Destination Experience for Mark Travel – a major North American wholesale tour operator – we had 3,000 guests in destination when Cancun suffered a catastrophic Cat-5 hurricane. The airport was closed with a damaged terminal and contaminated fuel. The US government wanted to move all the Americans to a damaged convention center with no electricity and uncertain water quality. Instead of citing force majeure and blaming mother nature, our owner, Bill La Macchia Sr. spent his own money [a huge number I can’t reveal] to charter planes and extract passengers via Merida, also relying on a herculean effort by Joe Martinez, owner of Lomas Travel, our destination management company, whose employees all had families impacted by the storm.

Bill and Joe knew that many of those travelers had saved for and eagerly anticipated that trip, which was pretty much ruined. They weren’t legally obliged to do anything. I don’t recall any discussion of the ROI or enhancement to customer lifetime value being weighed. They were in the best position to help, so they took the initiative and committed their organizations to do the right thing. Empowered, loyal employees are essential to success, but the leadership and sense of purpose always starts from the top.

Do you remember what you liked most about your experiences in university?

At Cornell, I was overly involved socially, but still allocated some time for academics. I was an officer for my fraternity, a student-faculty committee member, president of Ye Hosts honorary society, had a couple teaching assistantships, was house manager of the Cornell Concert Commission and a varsity cheerleader.

One of my most memorable experiences was as an event manager for HEC. We assembled an incredible team including Michael Cline and Jim Carmody to do a bar featuring flaming and frozen drinks in the Statler Auditorium foyer. Let’s just say we had a vision and pretty much did our own thing – much to the chagrin of the board. But it was an awesome event with champagnes, caviars, flaming frozen rum drinks, about four tons of ice for a massive bar and multiple lare carvings, homemade dry ice fog machines and a hydrogen explosion to start the event. We broke rules, but the result was spectacular, even though we didn’t have time to teach the bartenders slight-of-hand techniques to make the drinks…

Knowing what you know now, what advice would share with undergraduates or young entrepreneurial minds?

My first suggestion to students would be to follow your passions and discover what you are truly interested in. There may be rough times, but at least you will be pursuing a career that gives you joy.

My second recommendation is to find out if you are really good at what you are passionate about. Pure passion is great, but competency is essential. If you need to improve in any areas to be the best in your field, then you need a plan – that should help you avoid some obstacles.

Finally, it’s important to associate yourself with people and organizations that are ethically

grounded. Stick with people who have a strong work ethic and the moral fortitude to call out and eliminate any fraudulent, or abusive behaviors. This will go a long way in helping you lead by example. If you are great at doing something you love, don’t tolerate jerks – they bring drama, introduce risk, and are rarely worth the damage they inflict.

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The Cornell Hotel Society Executive Board thanks the Cornell Hotel Society – Collegiate Chapter for initiating and conducting the “Conversations with Alumni” project.

“Conversations with Alumni” – Steve Haggerty ’90

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Aaron Friedman ’19 spoke with Steve Haggerty ’90, Capital Strategy, Franchising and Select Service at Hyatt Hotels Corporation.


Thank you for taking the time to speak. Can you explain your day-to-day?

Hello. I am the Global Head of Capital Strategy, Franchising and Select Service at Hyatt Hotels Corporation. I am constantly traveling and meeting with hotel franchisors to figure out where the next best place for Hyatt to launch.

What’s your favorite part about your job?

I love meeting new people and developing great relationships. My job is fascinating in that no two days are the same, and I am constantly meeting people with different perspectives throughout so many different sides of the real estate and hospitality industry.

Do you still interact with many Cornelians or Hotelies?

I am meeting with or speaking to Hotelies every single day. The relationships I made back in the day pay me dividends in almost every meeting I go to and with every deal that I close.

What is your advice for a student like myself looking to make an impact in the hospitality real estate investing industry?

My advice would be start broad and then narrow your interests. My area, hotel franchising development and capital strategy, is pretty niche; it was important for me to start my career at Marriott where I was exposed to a myriad of issues within the hospitality and real estate field.

Do you have courses or organizations that you recommend at Cornell or the Hotel School?

Hmm that one takes me back to the day. I would say look to gain experience at Statler Hotel if you do not have any operations experience. I also would recommend taking any classes taught by Mark or Reneta McCarthy.

Thank you so much for all the advice. My last question is what do you like about hotels, in comparison to other real estate asset classes?

Of course, Aaron, it is my pleasure. Hotels fascinate me because they require so much detail and a ton of people working together to make something special happen. Whether it is food & beverage, housekeeping, concierge, or events space; no two aspects of a hotel are the same, and the only way hotels stay successful is from talented people working together.

Thanks, Steve!

My pleasure.

“Conversations with Alumni” – Monika Moser PDP ’16

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In February 2018 Duke Bishop (Hotel ’19) had the chance to talk with Monika Moser about her career with Wilson Associates, a hospitality-focused design firm, as well as her personal thoughts on a handful of subjects. Mrs. Moser is the managing director for Wilson Associates’ Paris and London offices and a graduate of the Hotel School’s Professional Development Program.

How has your 20+ years of experience in hotel operations affected how you approach a space that is to be redesigned?

First of all I must say I’m not a designer myself. I manage a team of talented designers. I have operational experience from several properties and have participated in several hotel openings as well. From opening hotels you get to understand quite a lot about the pre-opening, the construction phases, the designers, and this gave me an interest in seeing how a hotel is created before hotel operations come in. Often, hotel operators mention that designers are not always adapting the design to the operations of the hotel. Looking at it from the other side, I must say that the designers have very creative and interesting ideas that operators do not always implement correctly. Having this combination of a team of designers and an operations person in an interior design company like ours is quite interesting because the conversation starts very early with regards to what is actually feasible.

You’re a polyglot, being able to speak English, French, German, Spanish and Portuguese. How has your ability to speak so many languages helped you in your professional career?

Being fluent in various languages is very helpful, specifically in our industry. But I believe that more important than speaking the languages, is actually knowing the different cultures. I grew up in several countries and that gave me an idea about their people, how they live, how they interact, how they deal. It is very helpful to understand how our clients live, their needs and the cultural differences. As a hotel professional, you travel a lot and work in other countries. You need to know how to work with different cultures.

Can you give me an example of how being aware of cultural differences has helped you professionally?

In the design industry should you want to design a hotel in South America, you can’t just come in as a foreign design company. It goes with making relationships, knowing people, taking time to get to know them better. Trust is very important in this culture. You have to know this, or else you will never succeed there.

What emerging trends in interior design are you excited about? Are there any that you wish would die out?

I leave the upcoming trends to the creativity of designers. What is very interesting is the movement towards smaller, independent hotels that are created by non-hoteliers. They have a different eye on things, and they do things differently. Very interesting concepts are arriving in the form of co-working, co-living and the open-space lobbies designed to give the client the flexible service they need at any time of the day without restricting specific departments. This is a very interesting idea that might be challenging established hotels if they don’t adapt. The flexibility for the client is very important. Designers have created very interesting new spaces adapting to the needs of the modern traveler.

Which project that you’ve worked on with Wilson Associates are you the proudest of?

Our Paris office is still very young; we opened just two years ago. For thisAtelier, we partnered with Tristen Auer, who is a very well-known signature designer in Europe. At this point, we have no finalized hotel projects, but we’re working on several major renovations and new constructions around the world. We are currently working on the interior design of the historic Carlton Hotel in Cannes, a well-known hotel at the Côte d’Azur in France. We are very proud of this renovation because it is re-enhancing the history of the building and returning it to its former glory. This kind of project is typical for our Paris Atelier.

I know that your work requires you to go back and forth between London and Paris. Has the Brexit vote had any tangible effects on your ability to work in both of these cities?

Not really. Brexit has not happened yet, and nobody really seems to know for sure what is going to happen. For the moment, there has been absolutely no effect on our business. I’m not sure that it will have an effect. actually,When discussing this with other companies in London, nobody believes that it will result in major changes.

What do you miss about Ithaca? If anything at all.

I was in Ithaca a very long time ago, in ’99. I was young, so I guess I miss the likeness about being a young student in Ithaca surrounded by other young students and having this great atmosphere amongst us. I miss the permanent exchange and input of great professionals. You get a lot of information that you have to digest. So, I think this ambiance is what I miss most.

What led you to apply to the Hotel School’s Professional Development Program?

It was a point in my life where it made sense. I found myself in a management position at a very young age and I needed some more professional advice, some more information and background to be able to move forward. My father was actually in Ithaca years ago, so he told me about Cornell in the first place. It made perfect sense at that time to do a professional development program to be able to move on, and it was a big step in my career after that. The Professional Development Program is definitely a program that one should do at one point in the career to move on.

Do you have any advice for Hotelies interested in pursuing a career in hospitality development and design?

In the hospitality industry in general, I think that academics are necessary and of course it is very important to be knowledgeable in finance, strategy and business development. However, we tend to forget that we work in a service industry and need to understand the work is done to serve a client. We must remember that a client in not a number or a percentage. What I would recommend to everybody joining this industry is to work at a very early stage. Maybe go back for your studies a second time but have an experience on site as an employee and learn there what it really means to be in the hospitality industry.

What are you looking forward to in 2018?

To continue to develop the company! Since we are just opening the office in London, and because we are still very young in Paris, we continue developing our projects in Europe and in the world. We are currently looking into developing other companies within Wilson Associates, in order to provide full service to our clients. It could be different brands, FF&E, purchasing, design schools, consulting services. This will be our main focus this year.

What is your favorite language to speak?

That’s a good question, nobody has ever asked me. Actually, it depends on the situation when I am talking. If we are discussing hospitality, funny enough it would be English, since I learnt hospitality in English. But if I would like to swear, I would do it in French… hahahahahaha.

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The Cornell Hotel Society Executive Board thanks the Cornell Hotel Society – Collegiate Chapter for initiating and conducting the “Conversations with Alumni” project.

“Conversations with Alumni” – Drew Nieporent ‘77

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Georgina Nieves ‘17 had the opportunity speak with Drew Nieporent ‘77, the acclaimed restauranteur behind Myriad Restaurant Group. The interview covers Drew’s experience within the Hotel School and his present career.

Drew Nieporent ‘77

How do you think your time in the hotel school influenced your path, and is there any class that you believe shaped your experiences?

I think the most formative for me was the diversity of the student body. On the very first day, there was a reception for us. I met my fellow classmates. It was amazing for me that there were people from Bahamas, or Ghana, or France, or Atlanta for that matter. That tremendous diversity amount the student body served me tremendously through the four years, it was so interesting to meet different people from different places.

And then in terms of a class. In freshman year there was a class called introduction to hospitality, but really it was an introduction to Vance Christian. Vance Christian was a larger than life professor to us. He always had these amazing philosophical ideas that he threw out to us, and it was very impressive. I think that left an impression not only on me, but on most of us.

If there is one piece of advice you could give to graduating students, what would that be?

It just doesn’t happen right away in terms of your career. You graduate and now have to enter into job experiences that will lead up into whatever your chosen goal is. It is very rare that someone leaves school and gets a position they will stick with their entire career. I don’t know too many people who have done that. So I would just say take your time, and don’t look to far ahead. It will take a couple of years before you reach the point where you are professionally most satisfied.

So obviously you have been extremely successful in the restaurant industry, I think that is an understatement, but I think there are two sides to opening restaurants there is that business side where you see the market and you see an opportunity and you decide to take it. And there is also that entrepreneurial spirit where you have an idea about it and you are extremely passionate about it. What do you think opening your first restaurant was like? What is more of that seeing the market and seeing the opportunity, or was it you that was more inspired by your entrepreneurial spirit and decided to go with an opportunity.

I was always very clear as far as what I wanted to do. I wanted to open several restaurants when I was younger. And going to Cornell started me on the path of the school and the educational side of the business. And you can’t just can’t will the thing to happen, you have to have the finances to make it work. So even with all good intentions, if you don’t have the money to start the business, you are not going to be able to start the business. It really has to do with the economic climate and where you happen to be. I was fortunate I was in New York and my roots were in New York so I knew the marketplace quite well. And I knew I could be successful here. I was always directed to wanting to do my own thing.

Did you have someone that inspired you? Did you have a role model?

Joe Baum who was a Cornell graduate. Joe Baum opened the Windows on The World in New York, and the Rainbow Room.

How did you make the connection to open a restaurant with Robert DeNiro?

I had opened my first restaurant in 1985 in the neighborhood known as Tribeca. And he lived down in Tribeca, so he came into the restaurant, it was an evening where his girlfriend and he was having dinner asked me the question about whether I was interested in doing another restaurant. So that was over 33 years ago.

So I see that your restaurants have won a lot of awards from Wine Spectator, so obviously I imagine that you are really into wine. I always like to personally ask this question because it can say a lot about someone, but bear with me it can be a little weird. If you were a wine, what would you be and why?

If I were a wine I think I would be a Beaune because I like the shape of the bottle and the voluptuous consistency of the wine.

I don’t think I have heard of that?

Beaune is a village in Burgundy. In Burgandy all the wines are named after the villages.

Nice, and is there anything you would like to convey to students before we finish this interview?

The only thing I would convey is to not think too far ahead. It is important to enjoy your time in college. It obviously goes by with a wink of an eye. Enjoy your time there and don’t start worrying about your professional career until you need to.

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The Cornell Hotel Society Executive Board thanks the Cornell Hotel Society – Collegiate Chapter for initiating and conducting the “Conversations with Alumni” project.

 

“Conversations with Alumni” – Raj Chandnani ’95

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Marissa Block, a junior in the School of Hotel Administration, had a chance to sit down with Raj Chandnani ’95, current Vice President of Strategy for WATG. Previously, Raj has worked with CB Richard Ellis Hotels and has taught courses at UCLA, USC, Cornell University, and Ecole hôtelière de Lausanne.

Raj Chandnani ’95

Which course at Cornell that you took had the biggest impact on you?

Hospitality Real estate—it wasn’t just about the real estate demand aspects of the industry, but we spent a lot of time trying to understand the motivations of the buyers and sellers. The second class was marketing communications, [which] gave a comprehensive perspective on branding and marketing and how to position yourself through multiple channels with multiple audiences. And the last one was [when] I was on the board of HEC, which taught me a lot about leadership and group dynamics and how to work together to tackle challenges.

You’ve taught classes at UCLA, USC, Cornell, and Ecole hôtelière de Lausanne. If you could teach a dream course, what would it be?

 I would call it The Art of Hospitality and it would celebrate EM Statler’s quote ‘life is service’ and show you how that applies to every aspect of the industry, whether you’re an investment banker or you own a hotel or you’re a line-level employee in a restaurant. [It would teach] how you can live that ethos and how you can stitch the industry together.

What project that you’ve worked on presented the most difficulty and why?

I’m on the board of directors for WATG and following the fiscal crisis of 2008, we were faced with a challenge of a decline in revenues and the need to restructure the organization. That whole process of making decisions on how to sustain the organization and celebrate its legacy but have to let people go [was especially difficult]. It was a very painful process. As board members, we had a obligation to sustain the long-term viability of the organization.

What is your favorite hotel you’ve ever visited and why?

One of my favorite is the Ham Yard hotel in London. It’s a boutique hotel and has a specific point of view aesthetically. It has a balance of whimsy and luxury that makes it so amazing. The other hotel I’ve been very impressed with is the Baccarat hotel in New York. It really took the legacy of the Bacarrat brand and celebrated it, but it wasn’t a literal interpretation. There were references to French culture, and the Bacarrat crystals and the effect and the shape that the crystals have in terms of shadow and design. I was pleasantly surprised and impressed at how thoughtful and innovative they were in redefining luxury.

How do you see the trend of boutique and lifestyle hotels impacting the hotel industry?

There’s dissatisfaction with the homogeneity of the full-service mainstream hotel brand. Back in the 80s, someone had the bright idea that hotels should be cookie cutter from an aesthetic and product standpoint. There’s merit to that because a brand is a promise to the customer and consistency is one way of delivering on that promise. But people now are aware of aesthetics and notice design, so they have a thirst for something that resonates more with the market and with them.

I think that in business, success is when you resonate with a customer and they’re blindly loyal to you; but on the flip side, success is when you alienate a customer because you’re not trying to be everything to everybody, you’re trying to be something special to people.

How have you seen design being affected by the influx of hospitality technology?

I think that one, with the democratization of design, everything has to be intentional and have a purpose.  You can’t just buy a lamp off the shelf. The lamp has to fit in with the aesthetic and functional from an ambience level with the lighting and it has to have a purpose.

Two, what you’re seeing is that we’d like to integrate more technology into the guestroom. I think that with artificial intelligence such as Amazon’s Echo or Google Home, a lot more products will have to fit with that technology. So now I have to make sure that I have that I get a lamp or a smart TV that can communicate to the cloud, and I have to have the bandwidth to install to allow that level of communication.

And the last thing is that there’s a tendency for more communal experiences. It used to be that you had to create a space for everything combined in the guestroom, but Millennials and gen X’ers would rather be down in the lobby to have a communal experience. They might not be talking to anyone, but they’re sitting next to people and they’re working so the ability to have those types of spaces available.

Why is it so important for hotels to think about sustainability in the design process, and how can we do that?

Sustainability is important because of our responsibility to fellow mankind. I think that the challenge we face is people always look at it as a decision matrix in terms of cost. Where you lose a lot of ground is when people say that they will build a sustainable hotel or incorporate sustainable materials, but the guest has to pay a premium to stay in the hotel. Or the other argument is that you can’t be truly luxurious if you’re using sustainable products. I would respectfully disagree with both of those. If you take the mindset of building something sustainable—whether it’s reclaimed materials or sourcing local products—you can incorporate sustainability into everything you do.

The biggest impact you can have for sustainability is on your infrastructure, engineering, and technology. A lot of that is not apparent to the guest or to the consumer. If you do [design] right, you’ll save money in the long term.

Universities have been leading the cause with sustainable design. They are handling units with fresh air and plumbing fixtures and they use paint without lead, which increases the air quality in university buildings. Now students are acutely aware of that difference and when they stay in hotels, they’ll notice those subtleties.

What advice do you have for hospitality students interested in design?

I think it’s really important to understand what aspect of design you want to work in. Do you want to manage the design or do you want to be the creative who comes up with the design? If you want to be involved with the creation, I would encourage a post-graduate degree in design [so you get the] design training, but understand the operation and ownership and implications of hotels. If you don’t have that creative spark in you but you perhaps want to manage the design process, your best opportunities to do work are with either an ownership group or a brand in their development team on the construction and design side of the house. You can really organize that process. That’s one of the strengths of Hotelies—they’re really organized and know how to get how to get a project successfully accomplished and across the finish line.

What have you found rewarding about staying involved in the CHS community?

I can’t say enough good things about it. I have an alumni network of friends and colleagues who I celebrate with, but it’s also people that I do business with. Because we’re in the same industry and have this common experience, our friendships and relationships are not limited to who was in our class. My network keeps getting bigger and bigger. I’m able to connect with alums all around the globe and I’m amazed that whenever I’m pursuing a project or personal endeavor, I can always find a Hotelie to give me advice or help me or steer me in the right direction.

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The Cornell Hotel Society Executive Board thanks the Cornell Hotel Society – Collegiate Chapter for initiating and conducting the “Conversations with Alumni” project.

“Conversations with Alumni” – Toni Knorr MPS ‘77

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Toni Knorr MPS’77

Lydia Caroe, a sophomore in the Hotel School, had the chance to interview Toni Knorr MPS ‘77, the former General Manager of the St. Regis Hotel in San Francisco. Toni, who attended Cornell MPS program in the 70’s, talked about her career, her time at Cornell, and her current vision of the hotel industry.

What is the most rewarding thing about your job? What do you look forward too every day?

I never look at my job like a job. I like to say that I am building on a continuous career. I love that every day brings with it something new to learn or uncovers a new path to pursue. This industry is exciting because you can view your career as something that is long-term, engaging, and lasting throughout the future. In the realm of hospitality, you have options and the possibilities are endless.

Is there any destination you have always wanted to visit?

I am fortunate in that being the General Manager of an upper tier luxury brand like St. Regis, many of our guests come from all over the world so they bring the destination to us. In addition to the global culture around our property, I have had opportunities to travel around Europe and Asia. One of my favorite trips by far was a safari around East Africa. I fell in love with the continent and would be thrilled to return.

Explain how St. Regis accomplishes differentiation in a market saturated with luxury brands?

Much of the differentiation in marketing or culture is out of our hands. We do like to say that St. Regis always has the best address. In San Francisco, we are in the center of a lively and vibrant area. Simply our position sets us apart. I do, however, consult with Forbes managers that assist in establishing our brand and culture.

Have you seen a change in the service industry as a result of the increase number of millennials as guests as well as employees?
I think there is a wide misconception that luxury service needs to cut costs in order to effectively serve millennials. I find that just because millennials are young does not mean that they do not have the money to fund their experiences. Our services and amenities are desirable to all demographics, but we are constantly upgrading technology. Efficiency is incredibly valuable to young people and we achieve efficiency through the implementation of new technology.

In the workforce, millennials pose a more interesting challenges than before. Many are too impatient for their own good. There is a tendency among young employees to treat their first job as their first semester in college. I wish that young people in the workforce would remain humble and learn to be good at the job before attempting to tackle more or make changes.

What is your favorite Cornell tradition?

I did graduate school at Cornell so my experience with the traditions are not very numerous. I just love the familial experience of being a Hotelie. And of course, singing the Alma Mater.

How, if at all, has the Marriot-Starwood merger caused challenges or benefits at the St. Regis and in the broader San Francisco Market?

In honesty, it is a little painful. We are the ones that have to adapt to the new systems. Most of the hotel property owners in the area are happy with the merger because many of the luxury brands are no longer competing. Additionally, many of the executive management staffs from the properties around San Francisco already know each other well which fortunately, makes communication easier. All in all, the process just takes patience and it is important not to rush.

Do you foresee any challenges to the Hotel Industry in light of the current federal political administration?

Seeing as San Francisco is already so left, there is not much input or voice from the conservative point of view, but it is important at the St. Regis that we allow our staff to be active citizens in whatever their political affiliation. There could be potential issues with tourism numbers in light of travel bands. Nevertheless, this is a huge year of change in many areas and I advise all to be engaged and to participate.

I saw that you are a member of the San Francisco Museum of Modern Art’s Modern Arts Council, do you feel that art has an important role in tourism and hospitality and how do you work to incorporate it into the St. Regis?

I took a class in modern art and had an amazing professor so I have always appreciated the diversity and skill involved in its creation. The St. Regis first opened with over $1 million worth of art and the art here is special. The art is a mix of several medias and are fairly approachable price wise. Any new hotels, especially in San Francisco will have an element of art due to the large arts culture and the fact that art helps provide a point of contemplation and reflection in a place where people are coming and going.

Do you pursue any hobbies outside of the service industry?

I could be called an adventurer. I love to go to new places, explore, and see the world. I also play some golf and cook.

Do you have any advice for young aspiring hoteliers?

Make sure to find what intrigues you. If you can stay intrigued in something, you can make that something into a future. Always make sure you are off to a good start in whatever new endeavor you pursue. Don’t be afraid to take chances, but work hard to ensure that you are good at what you are doing.

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The Cornell Hotel Society Executive Board thanks the Cornell Hotel Society – Collegiate Chapter for initiating and conducting the “Conversations with Alumni” project.