Editorial Board   

Ms. Ross

Lisa Ross

President & Partner, rbb Communications

Lisa Ross is president and co-founder of rbb Communications, a marketing communications agency ranked among the nation’s top 50 firms, headquartered in Miami, Florida with offices in Fort Lauderdale, Los Angeles and the New York area. She also serves as managing partner of Spiderboost Communications, a digital marketing agency within rbb’s family of brands.

An experienced marketer, Ms. Ross’ career spans over 25 years developing breakout brands. She oversees new client relationships for rbb as well as the firm’s Travel and Digital Practices. She has counseled numerous hospitality and lifestyle companies including Apple Leisure Group, AMResorts, Hilton, Norwegian Cruise Line, United Airlines, Virgin Voyages and Zumba Fitness, among others, to tap award-winning breakout strategies to innovate, communicate with soul and build emotional connections with customers.  Ms. Ross inspires companies with insights to create customer passion that leads to increased sales and market share.

rbb has won every major communications award and was named “Agency of the Year” four times over the past decade. In 2017, Ms. Ross was named one of HSMAI’s Top 25 Minds in Hospitality Sales & Marketing. Her creativity and entrepreneurialism has gained her recognition in Who’s Who in Communications; Enterprising Women’s Top 100 Female Executives and the Business Journal’s Most Influential Business Women.

Currently, Ms. Ross serves as a member of HSMAI’s Marketing Advisory Council and a Platinum judge of the Adrian Awards as well as judging several leading PR awards programs. She is the America’s Co-Chair of PROI, the largest global partnership of independent communications agencies, a member of the Women Presidents’ Organization (WPO); and serves the Strategic Forum as a board member and former chair. She also is a past board member of Big Brothers Big Sisters of Miami.

Ms. Ross graduated from New York University with a bachelor's degree in English Literature. She has attended Columbia University’s Executive Education Leadership Program and has completed several management courses.

Please visit http://rbbcommunications.com for more information.

Ms. Ross can be contacted at 305-448-7457 or lisa.ross@rbbcommunications.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.