Editorial Board   

Mr. Bell

Rollin Bell

Founder / CEO, PCM Construction

Rollin Bell is the founder and CEO of PCM Construction, a fast growing full service general contractor serving hospitality clients in Washington, D.C. and Baltimore. Originally created as a facility maintenance company offering: concrete/asphalt repair, masonry restoration, painting/wall covering and flooring services, PCM has blossomed into a full service general contractor providing interior construction and other design/build services. Today, PCM is among the region's premier full service providers of facilities maintenance and general contracting. PCM has earned a reputation among property owners and managers for its responsiveness and ability to consistently exceed client expectations. PCM has provided services to more than 500 clients in the Washington, D.C. and Baltimore areas. Mr. Bell is a 2006 Ernst & Young Entrepreneur of the Year finalist and serves on the board of BAPS Imagination Stage, an organization committed to making the arts accessible to all children regardless of their physical, cognitive or financial status. He is also a contributor to several charitable organizations including The Cystic Fibrosis Foundation. When not spending time with his wife and children, Mr. Bell competes in triathlons and enjoys spending time outdoors.

Mr. Bell can be contacted at 301-595-3700 or rbell@pcmgc.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.