Editorial Board   

Mr. Marx

Steven Marx

Managing Principal, Lifestyle Hospitality

A seasoned pioneer in boutique hotels, Steve Marx has risen to become the industry's most recognized expert in lifestyle properties. While leading Kimpton Hotels, Loews Hotel Corp, and W Hotels, Steve guided each company through significant growth and stellar financial results. At Kimpton, where he grew the company from 12 to 30 hotels over 8 years, Steve and his team were responsible for launching the Monaco brand. With Loews Hotels, he met the challenge of repositioning several under performing properties, while at the same time spearheaded the largest growth period in Loews' history. Mr. Marx's most noteworthy accomplishment with Starwood was to transform W Hotels from the least to the most profitable brand in the company in one short year. The many strategic alliances formed and relationships established throughout his successful career are the foundation for Lifestyle Hospitality. The Lifestyle team has been hand picked with top tier talent in each discipline. His vision of creating a new and innovative lodging concept is sparked by his entrepreneurial spirit and his desire to continue to push the envelope by launching Lifestyle Hospitality, LLC in January 2006.

Mr. Marx can be contacted at 203-698-2772 or smarx@lifestylehg.com

Coming up in March 2019...

Human Resources: An Era of Transition

Traditionally, the human resource department administers five key areas within a hotel operation - compliance, compensation and benefits, organizational dynamics, selection and retention, and training and development. However, HR professionals are also presently involved in culture-building activities, as well as implementing new employee on-boarding practices and engagement initiatives. As a result, HR professionals have been elevated to senior leadership status, creating value and profit within their organization. Still, they continue to face some intractable issues, including a shrinking talent pool and the need to recruit top-notch employees who are empowered to provide outstanding customer service. In order to attract top-tier talent, one option is to take advantage of recruitment opportunities offered through colleges and universities, especially if they have a hospitality major. This pool of prospective employees is likely to be better educated and more enthusiastic than walk-in hires. Also, once hired, there could be additional training and development opportunities that stem from an association with a college or university. Continuing education courses, business conferences, seminars and online instruction - all can be a valuable source of employee development opportunities. In addition to meeting recruitment demands in the present, HR professionals must also be forward-thinking, anticipating the skills that will be needed in the future to meet guest expectations. One such skill that is becoming increasingly valued is “resilience”, the ability to “go with the flow” and not become overwhelmed by the disruptive influences  of change and reinvention. In an era of transition—new technologies, expanding markets, consolidation of brands and businesses, and modifications in people's values and lifestyles - the capacity to remain flexible, nimble and resilient is a valuable skill to possess. The March Hotel Business Review will examine some of the strategies that HR professionals are employing to ensure that their hotel operations continue to thrive.