Editorial Board   Guest Author

Mr. Marr

David C. Marr

Senior Vice President & Global Head, Hilton Full Service Brands

David C. Marr serves as senior vice president and global head for Hilton's Full Service Brands category, overseeing the company's flagship brand, Hilton Hotels & Resorts, as well as the DoubleTree by Hilton, Curio Collection by Hilton and Tapestry Collection by Hilton brands.  Dave and his team oversee full service brand operations and standards, and provide global product development and brand definition in areas including Food and Beverage, Innovation, Wellness, Spa, and Fitness.  Mr. Marr was appointed to his current role in 2017 and has brought his hospitality experience and knowledge of the industry to Hilton's global portfolio of world-class hotels and resorts. In this role, he is responsible for the strategic direction and growth of Hilton's full service brands.

Mr. Marr has an extensive background in leading development strategy, brand positioning, marketing, communications and owner relations in the hospitality industry. With more than 30 years of experience in the industry, Mr. Marr has a proven track record of success, generating strong growth for major hospitality brands and launching successful, large-scale hotel brands. Mr. Marr began his hospitality career at Hilton and has worked with the company in a variety of positions across key markets including Washington, D.C., Boston, and New Jersey. He also spent time working at the iconic Waldorf Astoria hotel in New York City.

Mr. Marr received his bachelor's degree in business, management, marketing and related support services from University of New Hampshire's Peter T. Paul College of Business and Economics. He is currently based at Hilton's global headquarters in McLean, Va.  


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

Mr. Marr can be contacted at 703-883-6587 or david.marr@hilton.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.