Editorial Board   Guest Author

Mr. Trabulsi

Larry Trabulsi

Senior Vice President, CHMWarnick

Larry Trabulsi, is a Senior Vice President of CHMWarnick, the leading hotel asset management and owner advisory services firm in the U.S. Mr. Trabulsi brings 20 years of hospitality operations, advisory and asset management experience to CHMWarnick. He is a senior member of a team of asset managers, who oversee a client portfolio of over 65 hotels, 27,000 guestrooms and $15 billion in client investments. Mr. Trabulsi has extensive capital planning and renovation oversight experience and has been involved in single renovation projects of over $30 million. Mr. Trabulsi also has experience asset managing a wide range of property types, brands and markets, bringing collective expertise and time tested best practices to the assets he oversees. He has a proven track record in collaborating with property management teams to identify opportunities for revenue enhancement, cost containment and risk mitigation and is regarded within the industry as a thought leader in asset management. He holds a Bachelor of Science in Finance/Investments and a Masterís in Business Administration from Babson College. He is currently a Board Member of the Hospitality Asset Manager Association (HAMA). Please visit https://www.CHMWarnick.com for more information.

Mr. Trabulsi can be contacted at 978-522-7000 or ltrabulsi@chmwarnick.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.