Editorial Board   

Mr. Collins

William Collins

Executive Director Vertical Market Strategy, Heartland Payment Systems

William Collins, executive director of vertical market strategy for Heartland Payment Systems has over 20 years experience leading successful sales, marketing and business development efforts for organizations within the technology, telecommunications and financial services arena. Mr. Collins's career includes tenures at both Fortune 500 and entrepreneurial start-ups, including companies such as Harris Corporation, Preferred Networks, Verizon Communications, Atrana Solutions, Alliance Data and Heartland Payment Systems. With each company, Mr. Collins had the opportunity to lead and develop product marketing, business development and sales distribution strategies. Mr. Collins also was involved in preparing Preferred Networks to go public and preparing Atrana Solutions and the NWS division of Alliance Data for acquisition, both of which are now part of Heartland Payment Systems. Mr. Collins and his team are responsible for developing and implementing the Hotel and Lodging strategy at Heartland. Within this role, the team is determining ways that Heartland can better serve the Hotel and Lodging industry, whether that be in developing new technology solutions to better secure credit card data or to develop sales and marketing programs that deliver value added products and services to operators across the country, enabling them to improve their bottom line and provide a higher level of service to their guests. Mr. Collins's team works with other departments within Heartland, other solution partners within the hotel and lodging space as well as with the primary trade and member associations to enhance the value that Heartland brings to our stakeholders. Mr. Collins has published several articles regarding industry trends and best practices and is a regular guest speaker at conferences, association meetings and training seminars. Mr. Collins served in the U.S. Army-Signal Corp, stationed at Fort Bragg, NC, and has a Bachelors degree in marketing from Montana State University-Bozeman. He received an Executive MBA from Baylor University Hankamer School of Business.

Mr. Collins can be contacted at 972-295-8677 or William.Collins@e-hps.com

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.