Editorial Board   

Mr. Goldstein

Michael Goldstein

President & CEO, Packard Hospitality Group

Michael Goldstein, CHA has over 25 years experience managing income property including; hotels, resorts, restaurants, multi family residence, senior assisted-living and commercial properties. He has extensive experience in hotel development including; new construction and renovations, franchise negotiations, brokerage and has been the principal task force member for the repositioning or workout of distressed properties for institutional lenders and numerous receivership assets. Goldstein's diverse management background includes; Del Webb, Radisson, Sheraton, Candlewood, IHG, Choice and Cendant. Goldstein is responsible for the business development, real estate and consulting services of Packard Realty Inc. (PRI), and is involved with the daily management activities of all properties. This includes Packard Hospitality Group (PHG), a full-service hotel management division of PRI, whose services include financial management, operations, marketing and consulting. PHG's portfolio consists of 13 hotels and hotel developments located throughout the United States, with a large focus in California and New York. PHG's corporate philosophy has always been to support the efforts of the general manager and hotel staff through personalized-boutique style service. Goldstein sees a tremendous benefit in keeping existing team on board and keeping communications, a sense of accountability and ownership flowing throughout each property he acquires. This unique and personalized approach to hotel management has positioned Goldstein as an innovative and well-respected leader in the industry. Goldstein is a graduate of La Salle University with a Bachelor's degree in Hotel and Restaurant Management. He is a member of American Hotel and Lodging Association, California Hotel Association and a licensed real estate agent in the state of California.

Mr. Goldstein can be contacted at 858-277-4305 or michael@packard-1.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.