Editorial Board   Guest Author

Ms. Conroy

Kathy Conroy

CEO and Director/Partner , HVS Miami

Kathy Conroy, MAI is the CEO/Director-Partner of the HVS Miami Consulting & Valuation office, and the HVS Shared Ownership Services Division. Ms. Conroy has been an active participant in the hotel and shared ownership industry for more than 25 years, and is known in the industry as a creative thinker and problem solver. Since joining HVS in 1998, she has completed thousands of real estate valuation and consulting assignments focusing on hotels, motels, resorts, condo hotels, timeshare, fractional and private residence club projects, and hospitality driven mixed-use real estate for lenders, investors, developers, and advisors throughout the world. Ms. Conroy has an extensive range of geographical experience and has appraised properties in at least 30 states in the U.S. and in more than 30 countries around the world, including 20 islands in the Caribbean Basin and six countries in Central and South America. Kathy has valued over $10 billion of real estate in her career. A member of the Appraisal Institute (MAI) since 1982, Ms. Conroy is also a noted national authority on the valuation of vacation ownership properties, and has authored books on timeshare property assessment, and timeshare property valuation for the American Resort Development Association (ARDA) and the Appraisal Institute. Ms. Conroy is a frequent industry speaker and often serves as an expert witness. She has been involved in numerous trial testimonies -- tax courts, courts of appeal, district courts, and bankruptcy courts. She has also been involved in nearly 20 projects involving litigation support and depositions.

Ms. Conroy can be contacted at 305-378-0404 or kconroy@hvs.com

Coming up in April 2018...

Guest Service: Empowering People

Excellent customer service is vitally important in all businesses but it is especially important for hotels where customer service is the lifeblood of the business. Outstanding customer service is essential in creating new customers, retaining existing customers, and cultivating referrals for future customers. Employees who meet and exceed guest expectations are critical to a hotel's success, and it begins with the hiring process. It is imperative for HR personnel to screen for and hire people who inherently possess customer-friendly traits - empathy, warmth and conscientiousness - which allow them to serve guests naturally and authentically. Trait-based hiring means considering more than just a candidate's technical skills and background; it means looking for and selecting employees who naturally desire to take care of people, who derive satisfaction and pleasure from fulfilling guests' needs, and who don't consider customer service to be a chore. Without the presence of these specific traits and attributes, it is difficult for an employee to provide genuine hospitality. Once that kind of employee has been hired, it is necessary to empower them. Some forward-thinking hotels empower their employees to proactively fix customer problems without having to wait for management approval. This employee empowerment—the permission to be creative, and even having the authority to spend money on a customer's behalf - is a resourceful way to resolve guest problems quickly and efficiently. When management places their faith in an employee's good judgment, it inspires a sense of trust and provides a sense of higher purpose beyond a simple paycheck. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.