Editorial Board   Guest Author

Ms. McIntosh

Suzanne McIntosh

President, McIntosh Human Capital Management

Suzanne McIntosh is President of McIntosh Human Capital Management. MHCM is a Hospitality Sales Recruitment firm, building high performing teams for successful hospitality focused businesses. She aligns her client's company sales culture from “the ground up”; creating sales platform concepts, goal setting, success measurement, market planning, recruitment and deployment.

Ms. McIntosh's search specialties are in Sales, Marketing and Revenue roles as well as high level operations positions for luxury and lifestyle properties.

Ms. McIntosh has extensive experience with prestigious hotel brands including Four Seasons, Fairmont and Morgans Hotel Group, leading and directing high performing sales teams throughout her career.

She was born and raised in Toronto and started her career with Four Seasons Hotels & Resorts after graduating from Ryerson University's School of Hospitality Administration. She worked with Four Seasons for fourteen years, in senior sales and marketing roles in New York, Toronto, Southern California and Washington, D.C.

Ms. McIntosh was Director of Sales and Marketing at the world famous Watergate Hotel in Washington, D.C. She went on to become Director of Sales and Marketing for Millennium Broadway, NYC. She was promoted to Vice President of Marketing Communications for the fourteen Millennium Hotels in North America for the Singaporean-based Millennium & Copthorne Hotel Group.

Ms. McIntosh was Director of Marketing on property at The Carlyle, a Rosewood Hotel. Prior to segueing her sales and marketing career into Hospitality Recruitment, she was Corporate Director of Sales for Morgans Hotel Group, leading a team of fourteen hotels and the Global Sales organization in the US and London.

Please visit http://www.mcintoshhumancapitalmanagement.com for more information.

Ms. McIntosh can be contacted at 917-767-2971 or suzanne@mcintoshhumancapitalmanagement.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.