Editorial Board   Guest Author

Mr. Lewis-Purcell

Jason Lewis-Purcell

Vice President, GDS, SiteMinder

From the renowned Brown's Hotel and The Lancaster in London, to the Millennium Hotels and Resorts chain, Jason Lewis-Purcell has served as a director of sales and marketing at some of the world's leading properties to gain an intimate understanding of a hotelier's true needs and challenges.

Indeed, Mr. Lewis-Purcell's humble beginnings in the world of hospitality started at the age of 11, helping his family to clean and upkeep their bed and breakfast. It is Mr. Lewis-Purcell's long professional career in hospitality that has forged his success at travel technology disrupters since 2010, including TravelClick and the hotel industry's leading cloud platform, SiteMinder, where he initially led sales and marketing for the company's booming EMEA region.

Under Mr. Lewis-Purcell's leadership, SiteMinder secured some of Europe's most prominent and respected hotels, including GCH Hotel Group; Macdonald Hotels & Resorts and Malmaison in the UK; Derag Livinghotels in Germany; and Silken Hotels, Rusticae and Sercotel in Spain where the company continues to dominate in the hotel technology arena.

Today Mr. Lewis-Purcell heads up SiteMinder's global GDS business and, with the mantra of bringing the GDS into the modern, digital world, is responsible for orchestrating a business that uniquely brings cloud-based technology together with legacy systems to provide hotels an incomparable total distribution platform.

GDS by SiteMinder gained its own chain code ('GD') in mid-2016 and, over the 12 months that followed, more than tripled in hotel customer users to power nearly 200,000 reservations worth over $60 million in hotel revenue.

Please visit https://www.siteminder.com for more information.

Mr. Lewis-Purcell can be contacted at +44 02031510730 or jason.lewis-purcell@siteminder.com

Coming up in March 2020...

Human Resources: Confronting a Labor Shortage

With the unemployment rate at its lowest level in decades (3.7%), what has always been a perennial problem for human resource professionals - labor shortage - is now reaching acute levels of concern. It is getting harder to find and recruit qualified applicants. Even finding candidates with the skills to succeed in entry-level positions has become an issue. In addition, employee turnover rates remain extremely high in the hotel industry. As a result of these problems, hotel HR managers are having to rethink their recruitment strategies in order to hire the right talent for the right job. First, hotels have been forced to raise their wages and offer other appealing perks, as a way to attract qualified candidates. Secondly, HR managers are reassessing their interviewing techniques, focusing less on the answers they receive to questions and more on observable behavior. Part of this process includes role-playing during the interview, so that the recruiter can gauge how a candidate works through specific problems and interacts with other team members. Additionally, some HR managers are also creating internal talent pools as a way to address labor shortages. Instead of utilizing department resources to find new hires with specific skills for needed positions, hotels are cultivating talent pools internally and preparing their employees to assume leadership roles whenever the time comes. They are also placing greater emphasis on a company culture that is more performance-based, as a way to curb employee turnover, increase employee satisfaction, and assure higher levels of customer service. Finally, recognizing the importance of employee retention as a way to lessen the impact of a tight labor market, some HR managers are instituting generous reward programs in order to retain their top performers. The March Hotel Business Review will explore what some HR professionals are doing to address these and other issues in their departments.