Editorial Board   Guest Author

Mr. Turner

David Turner

President and CEO, Parallel 6

Parallel 6 CEO/President David Turner has been in the high-tech industry for more than 20 years with 15 years of leadership experience operating software as a service and managing technology and support teams around the world. He is currently the CEO/President of Parallel 6, a leading multi-channel, mobile technology platform provider and creator of Captive Reach. The Captive Reach technology platform influences consumer behavior, enhances brand recognition and builds strong client-customer relationships via the mobile handset. Mr. Turner has worked abroad with teams in Shanghai, China, traveling back and forth frequently up to 15 times per year. There he worked with key technology executives, clients, and partners in the Asia Pacific region. Prior to Parallel 6, Mr. Turner worked in Silicon Valley where he held many roles including the Vice President of Operations at Liberate Technologies, Vice President of Operations at DemandTec and Vice President of Technical Operations at MobiTV. Additionally he has served in multiple capacities as a Board of Director for technology companies both in the U.S. and abroad. Mr. Turner is a former US Marine and US Veteran. He is fluent in Spanish and conversationally adept in Mandarin. He holds a BS in Economics and a MS in Information Systems from Louisiana State University.

Mr. Turner can be contacted at 858-598-4604 or dturner@parallel6.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.