Editorial Board   Guest Author

Ms. Vaughan

Dianna Vaughan

Global Head & Senior Vice President, All Suites Brands by Hilton

Dianna Vaughan is the global head and senior vice president of the All Suites brands, Hilton's newest brand category encompassing Embassy Suites by Hilton, Homewood Suites by Hilton and Home2 Suites by Hilton. In her role, she is responsible for the strategic direction, performance and growth of the more than 800 properties that comprise the All Suites brands' footprint, which represent one of the largest portfolios of all-suites inventory in the world.

Most recently, Ms. Vaughan served as the global head and senior vice president of DoubleTree by Hilton. Additionally, she led the launch and brand strategy behind Hilton's two full-service collection brands: the award-winning Curio Collection by Hilton and newly-launched Tapestry Collection by Hilton.

A 20-year hospitality veteran, Ms. Vaughan has held several leadership positions with the company. At the hotel level, she served within many departments including food and beverage, finance, sales & marketing and general manager. Taking her on-property experience to the corporate level, she took on brand leadership positions, overseeing revenue management, Brand Performance Support, and marketing for the Hilton Hotels & Resorts, DoubleTree by Hilton and Embassy Suites by Hilton brands.

Ms. Vaughan has also served in multi-brand leadership roles as vice president of marketing for Hilton's portfolio of brands as well as creating the global Hilton Honors marketing promotions team, which develops and executes creative brand promotions to drive revenue. She has also worked with Hilton's CEO and CHRO to lead global culture initiatives, including the Diversity & Inclusion and Team Member Resource groups.


Ms. Vaughan can be contacted at 901-374-6427 or dianna.vaughan@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.