Editorial Board   Guest Author

Mr. Bashaw

Curtis Bashaw

Co-Managing Partner, Cape Advisors and Cape Resorts Group

Curtis Bashaw is the co-founder and co-managing partner of Cape Advisors, a high-profile real estate development firm operating out of New York and New Jersey, as well as Cape Resorts Group, a division of Cape Advisors and hotel operating group focusing on classic American resort properties. Mr. Bashaw is widely known for his expertise in creatively repositioning underutilized and abandoned properties. His credentials include the restoration of the landmark 1816 Congress Hall hotel and award-winning Virginia Hotel and Cottages in Cape May, N.J. Other properties include The Star Inn, Sandpiper Beach Club, and Beach Shack/Rusty Nail Bar and Restaurant in Cape May, and The Chelsea in Atlantic City. His organization expanded to the Hamptons in 2015, opening two new properties in Sag Harbor: Baron's Cove and the Bulova Watchcase Factory. Since entering the real estate/hospitality industry in 1982, Bashaw has preserved and developed dozens of hotel, restaurant, residential, retail, office and mixed-use properties. His emphasis remains on adaptive reuse, historic preservation and economic development. The developer/hotelier took time off in 2004-2005 to serve as New Jersey's executive director of the Casino Reinvestment Development Authority, a job that entailed overseeing the investment of more than $250 million of gaming tax revenues in economic development projects statewide. Currently, Mr. Bashaw serves on the Board of Trustees at the New York Academy of Art and is the founder and president of The Fund for Cape May. He is also a member of the board of Cape May Stage and is a member of the Cape May City Mayor's Advisory Committee and N.J. First Legislative District Economic Development Task Force. Previously, he served on the Board of Trustees for Stockton College, including a term as president of the board; and sat on the Cape May County Planning Board, New Jersey Governor's Tourism Advisory Council, and New Jersey Cultural Trust. His work in the public and private sector has earned him many accolades, including commendations from the Cape May Jazz Festival, Cape May County Planning Board, N.J. State Assembly, N.J. State Senate and U.S. House of Representatives; as well as numerous honors from community organizations.

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

Mr. Bashaw can be contacted at 609-884-9300 or cbashaw@capeadvisors.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.