Editorial Board   

Mr. Redington

Neale Redington

Partner, Deloitte

Redington has been an advisor to major real estate firms for more than 17 years in the REIT and hospitality sectors. He brings opportunities for wealth creation to hotel owner/operators and management companies through performance of annual audits, operations reviews, due diligence procedures, and assistance with initial public offerings. Last year, Redington provided accounting advisory assistance to KSL Recreation with its $2.2 billion sale of luxury resorts, including Grand Wailea and La Quinta Resort, to CNL Hospitality. This was the largest US luxury hospitality transaction during 2004 and was recently awarded "Transaction of the Year" at the Americas Lodging Investment Summit. Redington has been instrumental in many REIT formation transactions, dating back to the early 90s with G&L Realty and Alexander Haagen Properties. More recently, he has worked with Casden Properties, CNL Hotels and Resorts, and CB Richard Ellis. During his career, he has provided due diligence assistance in many major real estate transactions, including Southern California deals such as Cendant's acquisition of Coldwell Banker and Century 21 and national transactions such as Blackstone's acquisition of Homestead Group and KKR's disposition of Red Lion Hotels. Redington is co-author of the Hospitality chapter of the Real Estate Accounting Handbook, and has participated in the development of the 10th Edition of the Uniform System of Accounts for the Lodging Industry. He frequently speaks on hospitality issues at trade events and with the media. Redington attended Birmingham University where he received his BCom(Acc)(Hons). He is active in the Manhattan Beach community where he lives with his wife Marissa and three children.

Mr. Redington can be contacted at 213-688-4762 or nredington@deloitte.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.