Sage Hospitality Names Bob Megazzini Area General Manager Overseeing the Jw Marriott Denver Cherry Creek & the Courtyard Marriott Denver Downtown

Denver, CO. December 06, 2017 - 

Sage Hospitality, a leading hotel management and investment company, is pleased to announce that it has promoted Bob Megazzini to serve as an Area General Manager overseeing the JW Marriott Denver Cherry Creek and the Courtyard by Marriott Denver Downtown.

With more than 30 years of hospitality management experience, Megazzini most recently served as the General Manager of The Westin Cleveland Downtown. He has also held multiple leadership positions with Marriott International, including at the Cleveland Marriott Downtown at Key Center, the Detroit Marriott Livonia and the Griffin Gate Marriott Resort & Spa.

Megazzini graduated from the University of Massachusetts at Amherst with a Bachelor’s Degree of Science in Hotel, Restaurant and Travel Administration. He has earned numerous industry accolades, including being named Sage Hospitality’s Leader of the Year, the JW Marriott Eagle Leadership Award, the Ohio Lodging Association GM of the Year Cleveland and the Marriott Business Council Leadership Award and Financial Leadership Award.

Megazzini believes in strong community involvement and has served as a board member on the Marriott Business Council, Junior Achievement of Greater Cleveland and the Children’s Miracle Network Advisory Council. He also served on the Executive Committee of Cleveland Convention and Visitors Bureau Board of Directors and led the Sales Committee in 2012.

“Bob is a tenured Sage leader who has a proven track record that aligns with the company’s core values of performance excellence and community partnerships,” said Sage Hospitality President & CEO Walter Isenberg. “He will be a great addition to the booming Cherry Creek hotel scene and the broader Denver community.”

The JW Marriott Denver Cherry Creek features 196 spacious guest rooms and suites that blend modern décor with generous space with an exquisite 4-piece marble bathroom. Amenities at the opulent hotel include the Antoine du Chez, Cherry Creek spa, a state-of-the-art fitness center, and the acclaimed Second Home Kitchen + Bar. The hotel offers 8,400 square feet of meeting space, including Fireside, a 2,400 square foot outdoor event space that offers two walls of glass retractable doors leading to an enchanting patio with fire pits.

The Courtyard by Marriott Denver Downtown completed a multi-million dollar renovation last year that included updates to its lobby and 3,200 square feet of urban meeting space, which includes seven flexible venues. Amenities at the 177-room downtown hotel include a business center, valet parking and a 24-hour fitness center. Guests can dine at the award-winning Rialto Café or grab a coffee & snack at Starbucks.

For more information on the JW Marriott Denver, please visit

For more information on the Courtyard by Marriott Denver Downtown, please visit

JW Marriott Denver

About Sage Hospitality

Media Contact:

Julie Dunn
PR Representative
Sage Hospitality
T: +1 303-522-2659

Related News

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.