Editorial Board   

Mr. Boles

Jesse Boles

Executive Director of Operations, FreemanGroup

Jesse Boles joined FreemanGroup in 2007, and assumed the role of Executive Director of Operations in November 2008. He is currently responsible for FreemanGroup's training and measurement divisions, heading projects in conjunction with some of the hospitality industry's leading service providers. Mr. Boles has worked with leadership teams to develop brand service cultures at both existing and new properties for Las Vegas casinos and luxury hotels. He has been integral in the set up and execution of brand-specific measurement programs for Wyndham Hotel Group, Hard Rock International, Delaware North Companies, and MGM Resorts International. Mr. Boles has a passion for opening new properties, and has had the privilege of consulting during the openings of Hard Rock Hotel San Diego, MGM Grand Detroit, Aria Resort & Casino, CityCenter, and the historic Mauna Kea Beach Hotel on the Big Island of Hawaii, among others. He has also helped develop and lead customer service training initiatives for existing client properties for Destination Hotels and Resorts, Windsor Court Hotel New Orleans, and The Mirage Resort & Casino. In 2010, Mr. Boles initiated two of the largest and most complex training and measurement projects undertaken by FreemanGroup. In May 2010, FreemanGroup kicked off a nationwide service training initiative for Trinidad and Tobago, a country of 1.4 million people. The ongoing project targets providers in all areas of the tourism industry, including those in the immigrations, customs, taxi, hotel, restaurant, retail, and other sectors. In June 2010, work began on the development and implementation of an airport-wide service initiative at Hartsfield-Jackson Atlanta International Airport, the world's busiest air traffic center. Mr. Boles's profound interest in the ways organizations and groups function has led him to explore a wide array of fields, including behavioral economics, cognitive science, leadership, and motivation. Raised in Wisconsin, he is a product of the University of Wisconsin at Madison and steadfast fan of all things Bucky Badger.

Mr. Boles can be contacted at 972-479-1345 or jboles@freemangroup.org

Coming up in May 2019...

Eco-Friendly Practices: Corporate Social Responsibility

The hotel industry has undertaken a long-term effort to build more responsible and socially conscious businesses. What began with small efforts to reduce waste - such as paperless checkouts and refillable soap dispensers - has evolved into an international movement toward implementing sustainable development practices. In addition to establishing themselves as good corporate citizens, adopting eco-friendly practices is sound business for hotels. According to a recent report from Deloitte, 95% of business travelers believe the hotel industry should be undertaking “green” initiatives, and Millennials are twice as likely to support brands with strong management of environmental and social issues. Given these conclusions, hotels are continuing to innovate in the areas of environmental sustainability. For example, one leading hotel chain has designed special elevators that collect kinetic energy from the moving lift and in the process, they have reduced their energy consumption by 50%  over conventional elevators. Also, they installed an advanced air conditioning system which employs a magnetic mechanical system that makes them more energy efficient. Other hotels are installing Intelligent Building Systems which monitor and control temperatures in rooms, common areas and swimming pools, as well as ventilation and cold water systems. Some hotels are installing Electric Vehicle charging stations, planting rooftop gardens, implementing stringent recycling programs, and insisting on the use of biodegradable materials. Another trend is the creation of Green Teams within a hotel's operation that are tasked to implement earth-friendly practices and manage budgets for green projects. Some hotels have even gone so far as to curtail or eliminate room service, believing that keeping the kitchen open 24/7 isn't terribly sustainable. The May issue of the Hotel Business Review will document what some hotels are doing to integrate sustainable practices into their operations and how they are benefiting from them.