Editorial Board   Guest Author

Mr. Lee

Kenny Lee

Vice President of Marketing, Revinate

Kenny Lee is the VP of Marketing at Revinate, a San Francisco-based software company. Revinate helps hotels know more about their guests so they can deliver personalized experiences that create valuable relationships and lifelong customers. Using guest data combined with Revinate's marketing engagement platform, hotels can better understand and engage their audiences, increasing loyalty and revenue. Over 25,000 of the world's leading hotels trust Revinate to help them reinvent the guest experience. Mr. Lee has 20 years of experience working across multiple marketing disciplines in both startups and enterprise organizations. At Lithium Technologies, a leading SaaS based social customer experience platform provider, he led the global transformation of the company's marketing funnel and delivered a world class marketing automation program. This helped the company quantify their marketing ROI and make more informed decisions based on quantitative metrics. Mr. Lee's passion for customer success is based on his long and successful tenure at Adobe Systems, the global leader in digital marketing and digital media solutions. At Adobe he held numerous leadership roles in NA, EMEA and Latin America marketing, digital campaign and product marketing functions. This enabled him to build deep customer and partner relationships while affording him the opportunity to work with many business types, from small, independent operators to Fortune 100 brands. His efforts resulted in several employee achievement awards including nomination for a coveted company Founders award. While his work experience has provided years of business travel opportunities, Mr. Lee's other passion lies in adventure, sports and volunteer travel. In 2001 he spent 3 weeks volunteering in Ghana where he helped build a school and community facility. His adventure travels include hiking the Inca trail to Machu Picchu, paddling the Amazon river, criss-crossing Mongolia by jeep, surfing remote parts of Canada and Mexico, and exploring India by planes, trains and automobiles. One of his most memorable experiences was trekking to Everest base camp in 2011. A Canadian living in the San Francisco bay area for the past 15 years, Mr. Lee spends his time enjoying California weather and planning his next big vacation. He graduated from the University of Waterloo with a bachelor's degree in Urban and Regional Planning.

Please visit www.revinate.com for more information.

Mr. Lee can be contacted at 415-347-8610 or kenny@revinate.com

Coming up in March 2020...

Human Resources: Confronting a Labor Shortage

With the unemployment rate at its lowest level in decades (3.7%), what has always been a perennial problem for human resource professionals - labor shortage - is now reaching acute levels of concern. It is getting harder to find and recruit qualified applicants. Even finding candidates with the skills to succeed in entry-level positions has become an issue. In addition, employee turnover rates remain extremely high in the hotel industry. As a result of these problems, hotel HR managers are having to rethink their recruitment strategies in order to hire the right talent for the right job. First, hotels have been forced to raise their wages and offer other appealing perks, as a way to attract qualified candidates. Secondly, HR managers are reassessing their interviewing techniques, focusing less on the answers they receive to questions and more on observable behavior. Part of this process includes role-playing during the interview, so that the recruiter can gauge how a candidate works through specific problems and interacts with other team members. Additionally, some HR managers are also creating internal talent pools as a way to address labor shortages. Instead of utilizing department resources to find new hires with specific skills for needed positions, hotels are cultivating talent pools internally and preparing their employees to assume leadership roles whenever the time comes. They are also placing greater emphasis on a company culture that is more performance-based, as a way to curb employee turnover, increase employee satisfaction, and assure higher levels of customer service. Finally, recognizing the importance of employee retention as a way to lessen the impact of a tight labor market, some HR managers are instituting generous reward programs in order to retain their top performers. The March Hotel Business Review will explore what some HR professionals are doing to address these and other issues in their departments.