Editorial Board   Guest Author

Ms. Uber

Liz Uber

Vice President of Revenue Management, Pillar Hotels & Resorts

Liz Uber currently serves as Vice President of Revenue Management for Pillar Hotels & Resorts. She leads the corporate revenue management team, and is responsible for identifying and implementing strategies that maximize revenue, while focusing on improvements in market share. Ms. Uber joined Pillar Hotels & Resorts in 2005 as the General Manager of the Holiday Inn – Downtown in Atlanta, Georgia. She was later promoted to area roles with the company, including the Area Director of Sales, and Area Director of Operations positions. In 2010, she joined the revenue management team to further develop the department for greater performance and growth opportunities. In 2012, her team received Marriott’s award for Revenue Management Team of the Year – Western Division. Prior to joining Pillar Hotels & Resorts, Ms. Uber held positions as Area Director of Revenue Management, and General Manager with Meyer Jabara Hotels in Southern Connecticut and Baltimore, Maryland. She was also Director of Sales & Marketing, and then General Manager for a nationally recognized historic hotel in New England for two years. Ms. Uber started her career in the hospitality industry with Bristol Hotels & Resorts, serving in several different management positions, including Human Resources Manager, Director of Housekeeping, Front Office Manager, and Sales Manager. Ms. Uber is involved in a variety of charitable organizations, both independently and through work. She is especially involved in supporting Special Olympics, which is the designated charity adopted by Pillar Hotels & Resorts. She holds a Bachelor of Science degree from Texas A&M University, and remains active in her school’s alumni network.

Ms. Uber can be contacted at 972-830-3100 or Elizabeth.Uber@pillarhotels.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.