Editorial Board   Guest Author

Mr. Roberts

Alan Roberts

Global Head, Embassy Suites by Hilton

Alan Roberts, Global Head Embassy Suites by Hilton, serves as the chief strategist and champion for the Embassy Suites by Hilton Brand. His focus is on the areas of product and service positioning standards, unit distribution strategies and ownership relations. This Global Head is responsible for achieving operational excellence, ensuring that systems, policies and programs are in place to support the brand direction in alignment with the guiding principles of Hilton.

Ultimately, Mr. Roberts is responsible for brand growth and development. He strives to drive profitability and further the expansion of the Embassy Suites portfolio. He was named to his current role in 2016.

A 30-year veteran of the hospitality industry, Mr. Roberts has served in a wide array of capacities, from porter to front office manager, director of sales and general manager, encompassing guest-facing and operational expertise. He started his career with Hilton in 2004 when he joined the Brand Performance & Sales Support team with Hilton Garden Inn (HGI) where he started as a Director. He also served as Sr. Director with this team and culminated his time with HGI as Vice President, Brand Performance and Sales Support.

Mr. Roberts joined the Embassy Suites by Hilton brand in 2013 as Vice President of Brand Performance Support where he served until being promoted to his current position. He graduated from Appalachian State University with a Bachelor's of Science degree in Business Administration, majoring in Hospitality Management. After graduating, he worked for several hotels in the Asheville and Charlotte, NC markets, going on to eventually become the general manager of the Hilton Garden Inn - Charlotte Uptown. Before joining the Hilton Garden Inn brand team, he worked at Panos Hotel Group, overseeing the operations of a 12-hotel portfolio in a regional capacity.

Mr. Roberts can be contacted at 703-883-1000 or alan.roberts@hilton.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.