Editorial Board   Guest Author

Mr. MacDougall

Jesse MacDougall

Creative Director of Strategy and Brand Development, ICRAVE

As the Creative Director of Strategy and Brand Development at innovation and design studio ICRAVE, Jesse MacDougall has provided creative vision and leadership for projects of all shapes and sizes including building up boutique brands like The Little Beet in New York. He has created roll-out brands for public companies like Hilton and STK. He has also been the driving force behind comprehensive hotel projects like the Sir A'DAM hotel in Amsterdam opening in 2016. Mr. MacDougall has also been responsible for reinventing cancer care delivery for Memorial Sloane Kettering's new patient facilities in NYC. Recently, Mr. MacDougall has been working to master plan new neighborhood developments in Miami and Washington, D.C. His team is also working with one of the world's leading food management companies to identify shifts in higher education and reimagine college campuses for the class of 2030. Previously he was Senior Design at Puccini Group where he led the branding and design of notable hospitality projects. Some of these include the renovation of The Georgian Terrace a historic hotel, restaurant, and residential tower in Midtown Atlanta. Prior to Puccini, he managed store planning and design at global luxury jewelry brand David Yurman. At David Yurman he managed the design and execution of over 100 in-store boutiques, 10 flagship stores, and a handful of multi-million dollar exhibition projects around the world. An expert in strategy, hospitality and experience design, Mr. MacDougall has been interviewed by Wallpaper* and Sleeper Magazine, and has spoken on many Hotel Business and Hospitality Design panels.

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

Mr. MacDougall can be contacted at 212-929-5657 or jesse@icrave.com

Coming up in April 2019...

Guest Service: A Culture of YES

In a recent global consumers report, 97% of the participants said that customer service is a major factor in their loyalty to a brand, and 76% said they view customer service as the true test of how much a company values them. And since there is no industry more reliant on customer satisfaction than the hotel industry, managers must be unrelenting in their determination to hire, train and empower the very best people, and to create a culture of exceptional customer service within their organization. Of course, this begins with hiring the right people. There are people who are naturally service-oriented; people who are warm, empathetic, enthusiastic, pleasant, thoughtful and optimistic; people who take pride in their ability to solve problems for the hotel guests they are serving. Then, those same employees must be empowered to solve problems using their own judgment, without having to track down a manager to do it. This is how seamless problem solving and conflict resolution are achieved in guest service. This willingness to empower employees is part of creating a Culture of Yes within an organization.  The goal is to create an environment in which everyone is striving to say “Yes”, rather than figuring out ways to say, “No”. It is essential that this attitude be instilled in all frontline, customer-facing, employees. Finally, in order to ensure that the hotel can generate a consistent level of performance across a wide variety of situations, management must also put in place well-defined systems and standards, and then educate their employees about them. Every employee must be aware of and responsible for every standard that applies in their department. 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.