Editorial Board   Guest Author

Ms. Jacobs

Heather Jacobs

VP Human Resources Europe/Middle East/ Africa, Four Seasons Hotels & Resorts

Heather Jacobs first started with Four Seasons by working summers - initially as a Front Office Intern in 1992 at the Ritz-Carlton Chicago and then as Hostess in 1993 at the Four Seasons Los Angeles. She began her career in earnest as a Manager In Training in 1994 in the Rooms Division of the Ritz-Carlton Chicago (a Four Seasons Hotel). She then made her way to Human Resources via Housekeeping and the Front Office, and was appointed Human Resources Manager in 1995. In November 1996, Ms. Jacobs relocated to The Pierre Hotel (then a Four Seasons Hotel), starting as Employee Relations & Benefits Manager, Assistant Director and then, Director of Human Resources in October 1998. Interested in the global aspects of Human Resources, Heather was promoted to Director of Human Resources Administration in January 2000, helping develop and implement global Human Resources policies, procedures and competitive practices. She has helped to shepherd the employment brand and has instilled the Four Seasons culture into our international portfolio, all with an eye to aligning HR practices with the global business strategies of the company. In June 2004, Ms. Jacobs and her family relocated to Geneva, Switzerland as Area Director of Human Resources for Europe, the Middle East and Africa where she tackled the complex issues of new development, pre-opening assistance, and general Human Resources responsibilities. Ms. Jacobs was promoted to Vice President in July 2007. In her current role, she assists in the selection and development of Senior leaders for the region and leads the Human Resources professionals in 30 properties, spanning over 20 countries with responsibility for more than 10,000 employees. In this role she has responsibility for the development and implementation of Human Resources policy, process and procedure including recruitment, selection, retention, learning and development, legal compliance, employee benefits, employee relations, employment practices and procedures, and employee communications. Ms. Jacobs holds a BS, Hotel Management, Cornell University, 1994. She is a Certified Global Professional in Human Resources (“GPHR”) - 2006, and active with the International Tourism Partnership, acting as Chair of Executive Committee 2012-2014. She has been on the Executive Committee since 2005 (leading hospitality companies dedicated to environmental and social responsibility in the industry).

Ms. Jacobs can be contacted at 41227078274 or heather.jacobs@fourseasons.com

Coming up in October 2020...

Revenue Management: Maximizing Profit

Hotel Revenue Management continues to evolve at a blistering pace. Driven by technological innovation and new distribution channels, there are some dynamic opportunities for expansion in this fast-growing field. The technology is primarily designed to help revenue managers further refine their operations and pricing models to maximize hotel profit. For example, hotels can't be all things to all people, so a key strategy is to precisely identify their target audience. By employing geo-targeting techniques and analyzing behavior such as previous bookings, on-property purchases and online shopping practices, there is an increased capability to define guest demographics. By segmenting customers in more specific ways, hotels are able to create more personalized experiences which, in turn, allow managers to optimize their room rates. It is also an effective way to fulfill the unique needs and preferences of the individual. Another methodology is to consistently monitor the competition's pricing strategies. There are software tools that analyze a competitor's current rates, and then allow a hotel to make its own pricing adjustments. It is also a useful means to conduct forecasting models. Other technologies that are being integrated into a revenue manager's toolkit include Artificial Intelligence in the form of automated algorithms, and Voice Recognition (VR) for data inquiries, rate changes, and booking behavior. Predictive and analytic software programs are also being leveraged to provide more forward-looking data, instead of the usual reliance on historical performance. These metrics allow managers to be more proactive - rather than reactive - with their revenue strategy. The October issue of the Hotel Business Review will examine these developments and report on how some leading hotels are executing their revenue management strategies.