Editorial Board   Guest Author

Mr. Klein

Jeff Klein

Vice President of Food & Beverage, Fontainebleau Miami Beach

Jeffrey Klein, Vice President of Operations, Food & Beverage, is responsible for developing Fontainebleau Miami Beach’s multi-million dollar food and beverage operation. With nearly 20 years of hospitality experience, Mr. Klein was instrumental in building a team of more than 1,200 employees to reopen the resort after a $1 billion renovation in 2008. Under Mr. Klein’s direction, Fontainebleau offers 12 food and beverage outlets including, fine dining, casual restaurants, bars and lounges, as well as service for more than 250,000 square feet of meeting, function and banquet space. Fontainebleau’s portfolio includes award-winning signature restaurants Scarpetta, Hakkasan and Gotham Steak, and the world-famous LIV nightclub. Prior to Fontainebleau, Mr. Klein spent seven years with Loews Hotels, including six years in Miami Beach in a variety of roles including Director of Food & Beverage, Director of Restaurants, Food & Beverage Area Manager, Banquet Manager and Director of Guest Services. Mr. Klein oversaw integral facets of the restaurants and lounges at the hotel, as well as the 65,000 square foot banquet facility. At Loews, Mr. Klein was also responsible for the execution of major events such as the Ocean Drive MTV VMA party, Latin Grammy Awards and Miami Rocks for Relief. In addition, Mr. Klein previously owned and managed Entourage Sports Café and served as General Manager for the restaurant at Washington Square Hotel, both in New York City. Klein earned a Bachelor of Science in Kinesiology from Indiana University.

Mr. Klein can be contacted at 877-854-2033 or jeff.klein@fontainebleau.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.