Editorial Board   

Ms. Farley

Tammy Farley

Co-Founder & President, The Rainmaker Group

Tammy Farley co-founded The Rainmaker Group in 1998 and serves as its president. She spearheads all sales, marketing and customer-related operations for the organization, which is the market leader in profit optimization solutions serving hotel, casino hotel, resort, and multifamily housing operators.

Ms. Farley is someone who always goes the extra mile for a customer or a cause, and in fact once walked 60 miles alongside a client to raise funds for breast cancer awareness. She brings that same drive and energy to Rainmaker, and her expert stewardship, along with that of co-founder Bruce Barfield, has earned their company a spot among the Inc. 5000 fastest growing private companies for five consecutive years.

Ms. Farley prides herself on delivering on Rainmaker's promises to clients and on creating a great place to work. She brings her passion for community involvement into the workplace, spurring her team on at Habitat for Humanity build events, partnering with Make-a-Wish Georgia to make a four-year-old's Disney and Legoland wish come true, and inviting a former wish recipient to speak at Rainmaker's annual kick-off meeting.

A widely acknowledged expert in revenue management technologies in the travel industry, Ms. Farley is a frequent and passionate speaker at industry and academic conferences. She is a highly respected resource for innovative revenue management practices, particularly in the casino, hotel and resort markets. Her expertise in that arena led to her recognition in 2012 as a Great Women of Gaming Proven Leader.

Ms. Farley often takes the wheel of Rainmaker's Twitter handle to share insights on topics from leadership and strategy to great business ideas. She serves on the board of directors for HSMAI and participates in the Gaming & Leisure CIO Roundtable. She also is vice chair and incoming chair of the Georgia Make-A-Wish Foundation.

Ms. Farley graduated from the University of Michigan with a bachelor's degree in political science.

Please visit www.letitrain.com for more information.

Ms. Farley can be contacted at 678-578-5700 or tammy.farley@letitrain.com

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.