Editorial Board   Guest Author

Mr. Goulden

Matthew Goulden

Managing Director, Triometric

Matthew Goulden, Managing Director of Triometric has 25 years of General Management, Sales & Marketing and Business Development experience in the software & automotive industries. Since 2007 Mr. Goulden, as Managing Director, has been for the strategic vision, overall management and business leadership of Triometric. Prior to joining Triometric in early 2003, Mr. Goulden held senior executive positions in VC backed software firms based in the UK and Europe with responsibility for strategy and growth. Mr. Goulden started his management career with the Ford Motor Company (Europe), during which time he held global responsibility for the successful implementation of Ford's worldwide Internet based dealer network. Today Mr. Goulden works closely with Triometric's management team and technologists to formulate and drive the strategies that have made Triometric a pioneer and technical leader in the Business Intelligence (BI) and analytics market for enterprise applications and the online travel market. Always with a hands-on approach he has developed key accounts with Fortune 500 customers including Thomson Reuters, Regus and HSBC and large online travel specialists such as GTA. Mr. Goulden holds an MBA from INSEAD business school and a Master of Engineering from Imperial College, London.

Please visit http://www.triometric.net/sectors/hotels for more information.

Mr. Goulden can be contacted at +44-1784-558745 or matthew.goulden@triometric.net

Coming up in March 2019...

Human Resources: An Era of Transition

Traditionally, the human resource department administers five key areas within a hotel operation - compliance, compensation and benefits, organizational dynamics, selection and retention, and training and development. However, HR professionals are also presently involved in culture-building activities, as well as implementing new employee on-boarding practices and engagement initiatives. As a result, HR professionals have been elevated to senior leadership status, creating value and profit within their organization. Still, they continue to face some intractable issues, including a shrinking talent pool and the need to recruit top-notch employees who are empowered to provide outstanding customer service. In order to attract top-tier talent, one option is to take advantage of recruitment opportunities offered through colleges and universities, especially if they have a hospitality major. This pool of prospective employees is likely to be better educated and more enthusiastic than walk-in hires. Also, once hired, there could be additional training and development opportunities that stem from an association with a college or university. Continuing education courses, business conferences, seminars and online instruction - all can be a valuable source of employee development opportunities. In addition to meeting recruitment demands in the present, HR professionals must also be forward-thinking, anticipating the skills that will be needed in the future to meet guest expectations. One such skill that is becoming increasingly valued is “resilience”, the ability to “go with the flow” and not become overwhelmed by the disruptive influences  of change and reinvention. In an era of transition—new technologies, expanding markets, consolidation of brands and businesses, and modifications in people's values and lifestyles - the capacity to remain flexible, nimble and resilient is a valuable skill to possess. The March Hotel Business Review will examine some of the strategies that HR professionals are employing to ensure that their hotel operations continue to thrive.