Editorial Board   Guest Author

Mr. Ryan

Todd Ryan

Director of Sales & Marketing, Sheraton Phoenix Downtown Hotel

As director of sales and marketing for Sheraton Phoenix Downtown Hotel, the premier convention hotel in Arizona, Todd Ryan has an overall responsibility for overseeing the sales strategies, advertising plans, client development and marketing initiatives for the hotel. With Mr. Ryan's strong vision and professional leadership, he has helped shape and refine Sheraton Phoenix Downtown Hotel's concept into an unparalleled and flourishing urban convention hotel. In 2011, the hotel was named Sheraton Hotel of the Year within its parent company's North American division. And in 2010, he was named Sales Leader of the Quarter - West Region for Starwood Hotels and Resorts Worldwide, Inc. Mr. Ryan joined Sheraton Phoenix Downtown Hotel in May 2007 as the director of sales for the hotel's new build opening team, and was even honored with the New Build and Acquisition Sales Team of the Year. Prior to Mr. Ryan's experience with the Sheraton brand, he held the director of sales and marketing position at The Westin Riverwalk, and prior to that he was named director of sales and marketing for the Hilton Monterey in Monterey, California. He has more than 15 years of experience in the hotel industry, working with such brands as Hyatt and Hilton before joining Starwood Hotels and Resorts Worldwide. Mr. Ryan began his hospitality career in Portland, Oregon with Red Lion Hotels, having worked his way through college as a front desk agent, guest services agent, food server, bartender, and restaurant supervisor. Upon graduation, he was promoted to a sales position as the executive conference manager. Doubletree later acquired Red Lion which resulted in additional promotions and relocations for Todd to Vancouver, Washington and later to Seattle, Washington. In Seattle, Mr. Ryan accepted a position with Hyatt Hotels in San Diego at the Hyatt Regency La Jolla. After a successful 18 months in San Diego, he was promoted to senior sales manager at the Hyatt Regency San Francisco and earned a distinguished “Sales Manager of The Year” nomination along with his Masters Degree in Business Administration before assuming a role as the director of sales and marketing for the Hilton Monterrey. Throughout these several moves, Mr. Ryan has had the opportunity to work the Corporate, Individual Business Travel, Government, Association, and SMERFE markets. He has been a member of PCMA, RCMA, SGMP, and MPI where he briefly served on the San Diego Chapter's Board.

Mr. Ryan can be contacted at 602-262-2500 or todd.ryan@sheraton.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.