Editorial Board   

Mr. Walter

Todd Walter

Chief Executive Officer, Red Door Spa Holdings

Mr. Todd Walter has been with Red Door Spa Holdings since July 2005, holding the positions of EVP & CFO, before being elevated to COO in March 2006 and ultimately to his appointment as CEO in October 2006. He has over fourteen years of financial restructuring and turnaround management experience. Prior to joining Red Door, Mr. Walter provided both financial and senior operating leadership to struggling companies in varied positions including: CFO and acting COO of Naked Juice, a privately-held, premium beverage company distributing through grocery store and mass-merchant retailers; CFO of Cluett American Corp. and Cluett, Peabody & Co., Inc., a branded apparel manufacturing and distribution company whose trademarks included Gold Toe Socks and Arrow dress shirts and sportswear; acting Vice President of Operations for MobileMedia Corporation, the nations then second largest paging and mobile telecommunications company; and Treasurer of a private, post-secondary education company. Mr. Walter is an alumnus of Alvarez & Marsal, Inc., one of the country's leading turnaround management firms. Prior to Alvarez & Marsal, Mr. Walter spent seven years in the commercial lending and workout field. He was a Vice President in Chemical Bank's Special Loan Group, where he was responsible for managing a portfolio of problem loans, and prior to that, he was a commercial loan officer for National Westminster Bank, USA.

Mr. Walter can be contacted at 203-905-1779 or twalter@rdspas.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.