Editorial Board   Guest Author

Ms. Pope

Megan Pope

Vice President of Marketing, INTELITY

Megan Pope is the Vice President of Marketing for INTELITY, the broadest guest experience and staff management platform in hospitality. She has 15 years of global public relations and marketing experience driving demand and awareness for enterprise technology companies. Ms. Pope excels at building brands from the ground up and developing go-to-market strategies with measurable results and return on interest. She specializes in B2B and B2B2C go-to-market strategies, and her creativity and deep understanding of marketing objectives have brought her great success in developing brands, generating demand, and creating versatile campaigns. 

Ms. Pope has seen great success in building and leading high-performing teams across creative, public relations, content, and digital campaign management, as well as product and event marketing. At INTELITY, Ms. Pope oversees an agile seven-person team that focuses on revenue, brand, and product marketing. She also oversees event management and execution and paid digital strategies.

Prior to INTELITY, Ms. Pope served as the Head of Marketing and Public Relations for Miami-based health and wellness brand, jugofresh, where she successfully led the go-to-market strategy for new products and seasonal launches. She played an integral role in the company's growth through oversight of social media channels and the opening of four stand-alone retail locations and five store-in-store locations. Ms. Pope has also worked for Creative Artists Agency and MTV's Nickelodeon. Originally from Sydney, she has lived in Paris, London, New York, and Miami, and now, Los Angeles. In her free time, she enjoys spending time with friends, checking out new restaurants, and hiking Runyon Canyon.

Please visit http://www.intelity.com for more information.

Ms. Pope can be contacted at +1 310-596-8160 or megan.pope@intelity.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.