Arthur Holman Joins Sunridge Hotel Group as Vice President of Operations

USA, Mesa, Arizona. March 11, 2019

Sunridge Hotel Group, a leading owner and operator of classic upscale and upper midscale Marriott hotels, today announced the hiring of Arthur Holman as Vice President of Operations. Holman will be responsible for executing the company's operational objectives while driving strong, balanced results and will report directly to President, Brian Welker.

"We are honored to bring Arthur in and have him be a part of the Sunridge family," said Brian Welker, President, Sunridge Hotel Group. "Arthur has an excellent track record for achieving operational success, and I have full confidence in his abilities, as well as his commitment to deepening the culture and the values of the company." Adds Holman, "I have long admired Sunridge Hotel Group, and I am proud to be joining them as they continue to grow and develop in new areas. I look forward to bringing my experience to what is already an incredibly skilled team, and working closely with Brian and with Paul Welker, CEO."

A 33-year veteran of the industry, Holman - who started his hotel career as a young cook in a hotel kitchen - has worked across multiple disciplines and brands, including tenure in both management company and GM appointments for multiple award-winning companies in Utah and in South Florida. Holman attended Brigham Young University in Provo, UT, graduating from the Marriott School of Business.

Related News

Choose a Social Network!

The social network you are looking for is not available.

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.