Editorial Board   Guest Author

Mr. Seigel

Bruce Seigel

General Manager, The Ritz-Carlton, Lake Tahoe

Bruce Seigel joined The Ritz-Carlton, Lake Tahoe with more than three decades of hospitality management experience, including nearly eighteen years with The Ritz-Carlton Hotel Company. A tenured industry sales and marketing veteran, Mr. Seigel is responsible for all aspects of operations at the resort, including financial performance, employee/guest engagement, community relationships, partnerships and talent development.

Prior to joining The Ritz-Carlton, Lake Tahoe, Mr. Seigel served as area director of sales and marketing of The Ritz-Carlton's Caribbean and Mexico region, where he was responsible for leading the sales and marketing cluster strategy for seven luxury Ritz-Carlton Resorts. Prior to his time in the Caribbean, he served as market director of sales and marketing for The Ritz-Carlton Resorts of Naples, two of the most iconic resorts in the brand's portfolio. During his time in this role, he created and executed a number of luxury positioning marketing programs, developed extensive community business relationships and hotel partnerships, created new food and beverage concepts, and exceeded revenue goals. A veteran of luxury hospitality, additional roles that Mr. Seigel has held within the brand include hotel manager of The Ritz-Carlton Golf Resort in Naples, area director of sales and marketing for The Ritz-Carlton Hotels of Georgia, and opening area director of sales and marketing for The Ritz Carlton Hotel and JW Marriott at Grande Lakes Orlando.

Throughout his extensive career, Mr. Seigel has received numerous industry and Ritz-Carlton accolades including Global Sales and Marketing Leader of the Year, Golden Circle Chairman and President Awards, and a Mustang Award for Special Achievement. Mr. Seigel is a graduate of the State University of New York, where he earned a Master's Degree in Public Administration (MPA).

Mr. Seigel is a proud father of two daughters who reside in New York City: Katelyn, a trademark attorney, and Jaclyn, who is attending graduate school focusing on her CPA/MBA.

 


Please visit http://www.ritzcarlton.com for more information.

Mr. Seigel can be contacted at 530-562-3000 or bruce.seigel@ritzcarlton.com

Coming up in May 2019...

Eco-Friendly Practices: Corporate Social Responsibility

The hotel industry has undertaken a long-term effort to build more responsible and socially conscious businesses. What began with small efforts to reduce waste - such as paperless checkouts and refillable soap dispensers - has evolved into an international movement toward implementing sustainable development practices. In addition to establishing themselves as good corporate citizens, adopting eco-friendly practices is sound business for hotels. According to a recent report from Deloitte, 95% of business travelers believe the hotel industry should be undertaking “green” initiatives, and Millennials are twice as likely to support brands with strong management of environmental and social issues. Given these conclusions, hotels are continuing to innovate in the areas of environmental sustainability. For example, one leading hotel chain has designed special elevators that collect kinetic energy from the moving lift and in the process, they have reduced their energy consumption by 50%  over conventional elevators. Also, they installed an advanced air conditioning system which employs a magnetic mechanical system that makes them more energy efficient. Other hotels are installing Intelligent Building Systems which monitor and control temperatures in rooms, common areas and swimming pools, as well as ventilation and cold water systems. Some hotels are installing Electric Vehicle charging stations, planting rooftop gardens, implementing stringent recycling programs, and insisting on the use of biodegradable materials. Another trend is the creation of Green Teams within a hotel's operation that are tasked to implement earth-friendly practices and manage budgets for green projects. Some hotels have even gone so far as to curtail or eliminate room service, believing that keeping the kitchen open 24/7 isn't terribly sustainable. The May issue of the Hotel Business Review will document what some hotels are doing to integrate sustainable practices into their operations and how they are benefiting from them.