Editorial Board   

Ms. Furbay

Susan Furbay

Vice President of Business Development, HVS

Susan Furbay is Vice President of Business Development for HVS, working with hotel investors, brokers, owners, operators, and other clients seeking HVS expertise in markets around the world. Ms. Furbat formerly served as Vice President of Acquisitions and Business Development at Sage Hospitality and as Director of North America Lending in GE Real Estate’s Hospitality division, where she originated and closed hotel loans totaling nearly $500 million. Based in Washington, DC, Ms. Furbay joined HVS as Vice President of Business Development. In this role she is responsible of developing new business for all of the HVS offices and divisions throughout the world. Ms. Furbay brings over 14 years of expertise in hospitality investment through her experience as a broker, lender and manager at her most recent position as VP of Acquisitions and Business Development at Sage Hospitality. Prior to joining Sage, Ms. Furbay spent five years as Director of North America Lending in GE Real Estate’s Hospitality division. During her tenure, she was instrumental in growing GE Real Estate’s hospitality lending platform which included both CMBS and balance sheet lending. While she was at GE, Ms. Furbay originated and closed 18 hotel loan transactions totaling nearly half billion dollars in volume. Prior to GE, Ms. Furbay worked as a broker at Eastdil and Molinaro Koger where she was responsible for sourcing and marketing new listings for luxury, full-service and mid-market hotels to prospective investors. Ms. Furby is a graduate of Cornell University, School of Hotel Administration. Please visit http://hvs.com for more information.

Ms. Furbay can be contacted at 516-248-8828 ext. 275 or sfurbay@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.