Editorial Board   Guest Author

Mr. Tardy

Herve Tardy

VP & GM, Distributed Power Infrastructure Division (Americas), Eaton

Herve Tardy is Vice President and General Manager of Eaton's Distributed Power Infrastructure business unit. In this role, Mr. Tardy manages the Americas product roadmap for power solutions, software and connectivity products to reinforce Eaton's technology leadership. He also has responsibility for the Eaton IT channel, working closely with IT resellers and managed service providers to design strategies that drive recurring revenue opportunities for a range of end markets.

Mr. Tardy is a 30-year veteran of the uninterruptible power system (UPS) industry and has held multiple positions in sales, channel marketing, marketing communications, product marketing and product development.

At Eaton, he has closely watched shifts in the IT landscape that continue to have an impact on the hotel industry, including: the emergence of cloud and hybrid models for managing IT workloads; the rise of edge computing and distributed IT; and the evolution of cybersecurity as the Internet-of-Things and increased connectivity have created new opportunities for cyber threats.

Additionally, he continues to work with Eaton's customers across industries to provide reliable backup power solutions to ensure business continuity in the event of outages or other unplanned power events.

Ultimately, through integration with Eaton Alliance Partners such as VMware, Cisco, Microsoft and Nutanix, Mr. Tardy works with IT solution providers to align their power management strategies in a way that anticipates emerging technology trends and prepares end customers to meet tomorrow's challenges.

Mr. Tardy is based in Raleigh, North Carolina, and he graduated from the ESSEC Business School in Paris, France, and the Stanford Executive Program.

Please visit http://powerquality.eaton.com/USA for more information.

Mr. Tardy can be contacted at HerveTardy@Eaton.com

Coming up in April 2020...

Guest Service: First Impressions Matter

Hotels spend large amounts of money on marketing their operation and brand, but sometimes they fail to remember that guest service is the lifeblood of their business. It is outstanding guest service that allows a hotel to create an amazing and lasting impression, one that will remain with guests far beyond the duration of their stay. In pre-internet days, first impressions were formed the moment a guest walked through a hotel's front door. These days, first impressions are created long before a guest arrives at a hotel property. They begin when a customer visits a hotel's website or social media pages for the first time. When a guest connects with a property online, they immediately form an opinion of the hotel. First impressions matter and because of that, a hotel website should be mobile-friendly with blistering fast speed; it should be graphically appealing; and it should provide visual representation of the kind of experience a guest can expect. It is also vital to engage the customer; to actively solicit and respond to guest feedback. When a hotel personally engages with someone, it is demonstrating to other customers that guest opinions matter, and that management is willing to go the extra mile to provide superior guest service. Similarly, when a hotel sends out personalized emails with satisfaction surveys attached, it demonstrates that management values guest feedback, so that service can be improved at every level. Additionally, social media messages can be sent out prior to a guest's arrival to learn more about them, so their visit can be personalized. It's the small touches and details that are most remembered and appreciated. The April issue of the Hotel Business Review will examine what some leading hotels are doing to cultivate excellent guest service in their operations.