Editorial Board   Guest Author

Mr. Colaco

Pedro Colaco

President & CEO, GuestCentric Systems

Pedro Colaco co-founded GuestCentric Systems in October 2006 and has served as President and CEO since. Mr. Colaco brings extensive experience in the networking and software industries to his role. He has a proven track record of driving successful product development, marketing, sales and channel management efforts in the global market.

Headquartered in Stamford, CT with offices in UK and Portugal, GuestCentric Systems is a Software-as-a-Service (SaaS) provider that revolutionizes the way independent hotel operators compete for customers.

GuestCentric has a growing customer base in the United States and leading tourism markets like the United Kingdom and Spain.

Prior to founding GuestCentric, Mr. Colaco was Vice President of Product Management and Marketing at Corvil, an Ireland based software start-up funded by Apax Partners and Cisco Systems. During his tenure at Corvil he built a global Product Management and Marketing organization to support a sales team of over 60 professionals.

Before joining Corvil, Mr. Colaco was Vice President of Marketing and Business Development for Expand Networks, a leading vendor of application traffic management solutions based in New Jersey from where he managed the company's marketing and business development activities on all six continents.

From 1999 to 2001, Mr. Colaco was Director of Product Management and Marketing for Unisphere Networks a Boston startup, where he was responsible for developing and managing the market strategy for next-generation IP voice products including network and service management.

Prior to Unisphere, he worked 7 years for the information and communications division of Siemens where he held increasingly senior roles in product management and product development at offices in Germany and the United States.

Mr. Colaco holds a bachelors degree in Electrotechnical and Computer Systems Engineering from the Instituto Superior Tecnico in Lisbon, Portugal and studied towards an MBA at the Florida Atlantic University in Boca Raton, Florida

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

Mr. Colaco can be contacted at +1 203-517-0721 or pedro@guestcentric.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.