MEMBER

PROFILES

Ryan Snyder, Martin Hospitality (Apr. '08)

Harold Pollin, Pollin Hotels (July '08)

Kevin White, North Pacific Management (Oct. '08)

Chuck Hinman, Best Western Hood River Inn (Jan. '09)

Bob Boler, Leisure Resorts of America (Apr. '09)

Karen Utz, Black Walnut Inn & Vineyard (July '09)

Wendy Higgins, The Ocean Lodge (Oct. '09)

Jennifer Hatfield, Wholesale Commercial Interiors (Nov. '09)

Pat McShane, InnSight Hotel Management Group (Jan. '10)

Marc Dryden, Best Western Inn at Face Rock (Mar. '10)

Buggsi Patel, BHG Hotels (Apr. '10)

Ryan Snyder: Passion Plus Perseverance Equals Success

It’s a considerable journey from the greens that color the sun-bleached landscape of Palm Desert, California to the waves that lap the cool sandy shoreline in Cannon Beach, Oregon. But Ryan Snyder has covered greater distances in his life, rising in the ranks from golf course beverage cart jockey to President of Martin Hospitality. He has learned a lot of lessons along the road.

Before Snyder learned to lead, he mastered lessons that would make him worth following. He made the most of his first hospitality industry opportunity, parlaying boyhood hustle into a paying job. “I grew up in Palm Desert, California and went to this great country club where my best friend's dad was the general manager,” he remembers. “One day, they needed a beverage cart driver. My friend and I were in the 6th or 7th grade. That was an awesome first “job”! After that we were always doing miscellaneous jobs around the club. When we reached legal age, we were actually paid for the work."

Following a trail of opportunities that led from Palm Desert through Las Vegas to Cannon Beach, Snyder ended up working as a bartender for Steve Martin Management in 1995. He quickly became a believer in his new mentor Steve Martin’s philosophies. “Steve was the most influential person in my adult life,” says Snyder. “Being passionate, loving even through disappointment and being a person of your word are certainly the key attributes I learned from Steve; but his genuine love of people was the most inspirational.” Following Martin’s lead, Snyder rose through the ranks art Martin Hospitality, taking over as President when his mentor lost a battle with cancer in 2000. The loss left a void impossible to fill, but Snyder has found others to look to for inspiration.

“There are so many people that have taken such incredible interest in my development, both professionally and personally,” he says, “but if I had to point to just one, I would say that the gifted Larry Briggs has had an incredible impact in my leadership growth over the past four years.” Briggs is a consultant/coach who started an Executive Leadership Team that Snyder has participated in. “Larry helped me to clarify my vision: personally, professionally, and spiritually,” he continues. “He has instilled in me some great concepts that have taken Martin Hospitality to new ground.”

Under Snyder’s restless watch, Martin Hospitality continues to grow. The company currently operates six businesses on the Oregon coast in the communities of Seaside and Cannon Beach. These properties include three distinctive restaurants and more than 150 rooms. “I have always had a real sense of urgency in life – sometimes this can translate as a lack of patience,” he explains, “but it is really a passion to constantly close the gap between a current reality and a changing expectation.”

It’s a wonder that Snyder can find time for other activities, yet he stays involved in the Oregon Lodging Association and other industry causes, including regional and national charities. In addition, he is a Trustee for the Oregon Restaurant Education Foundation, on the Regional Advisory Board for US Bank, and is a member of OLA’s Board of Directors. It’s proven worth the investment of time and effort.

“After my introduction to OLA in 2001, I quickly realized there was a tremendous amount going on outside of my bubble on the coast that could or would impact me, our company, our community and state,” says Snyder. “That awareness has certainly encouraged me to be more engaged as a leader. OLA is the voice of the industry, and that voice is louder when we speak together. That is why I stay involved. Understanding the legislative issues is critical to sustained success, and the experience of walking into the Capital with a passionate cause is worth the cost of admission. I urge more people to get involved and to make the journey for the Legislative Action Summit.”

Snyder’s action-oriented attitude helped get him named to Business Journal's 40 Under 40 list of movers and shakers. “It was an honor to be acknowledged like that for sure, but I feel that the real honor goes to my Martin Hospitality Family,” he says. “This really acknowledges their commitment to the future of the organization and hospitality in Cannon Beach.” That is clearly where Snyder’s heart is. These days, his aspirations don’t stray far from the scenic northern Oregon coast that he and his family calls home. “Stephanie (Snyder’s wife and daughter of Steve Martin) and I are passionate about our business and our community,” he says. “We feel blessed and lucky to carry on her parents’ legacy of hospitality. To raise a young family in Cannon Beach is truly a gift, so I suspect we won't tread too far.”

Now that he is a recognized as an industry leader, Snyder finds himself teaching the next generation to lead, just like Martin and Briggs mentored him. In closing, he offers hospitality business protégés a little something to think about: “Treat others as you want to be treated, work hard, and never make decisions based on financial merits alone.” Words of wisdom worth serious consideration, practiced on Snyder’s own journey to the top.

By Kirk Richardson

Harold Pollin: In It For the Long Haul

Harold Pollin says he's slowing down, but you'd never know it from looking at his agenda. At 72, the owner of Pollin Hotels, the company behind the Sheraton Portland Airport Hotel, is set to open a new property later this summer and says there will likely be even more developments to come. "I've slowed down in terms of my daily routine, but I like the business and expect it will be healthy for me to continue in it," Pollin says. "I like the creative part of it, the development aspect of the business."

Recently he's had plenty of opportunity to indulge that creativity. In September he'll give aLoft, a new concept from Starwood Hotels & Resorts, its Portland debut. The hotel, located at Cascade Station near Portland International Airport, will cater to Gen X and Gen Y consumers, a market Pollin says he believes is underserved by current lodging options. He describes aLoft as a mid-scale version of the posh W Hotels brand, also a Starwood holding. "We're looking forward to attracting the target market, that relatively younger, high-energy, action-oriented business traveler," Pollin says. That traveler is very different from those Pollin served when he opened the first hotel he was part of, a 100-room Quality Inn between Baltimore and his native Washington D.C., in 1961.

In his more than 40 years in the business, Pollin has seen other changes, too. His experience lends a unique perspective in the challenging operating environment hotels face today. As difficult economic times are softening demand across the industry, Pollin sees a parallel with the past. "All of these recessions or periods of slowdown more or less resemble each other, even though the causes have been different," he says. "You tighten your belt, make sure you only have the staff that you need, and continue focusing on putting out the product without cutting the quality." The key going forward, he says, will be standing out from the crowd. "We have to work harder to differentiate ourselves from our competitors," he says. "We've got to provide the services and amenities that people will appreciate and make the fewest mistakes and oversights that cause a traveler to have a bad experience. You weather the storm by trying to be the best in your competitive set."

Pollin says it's also important for industry players in the state to band together to help each other and the regional economy as a whole to pull through. In the late '80s then-governor Neil Goldschmidt appointed him to the Oregon Tourism Commission, on which he served for more than eight years, and he has also worked with a number of other organizations, including the Oregon Lodging Association; the Tri-County Lodging Association, where he sits on the board of directors; and the Portland Oregon Visitors Association (now called Travel Portland). "That all came from a feeling of wanting to work with my colleagues in the industry to keep the industry intact and promote and advance our cause," he says. "I think we need to make sure that the local, state, and national governments are sensitive to our needs and that we are always present in the forums where policy is determined. We need to try to advocate for policy and laws that will help our business be profitable."

These days, Pollin is still very much active in his business but spends winters splitting time between Portland and a residence in Rancho Mirage, California. When he's not working, he says he enjoys spending time with his family—a wife, four children, and seven grandchildren. "I'm fortunate enough to have key people taking care of business for me," he says. "I'm not likely to give it up entirely, but I do need their help to help me do it." And he plans to keep doing it for quite some time. "I hope to be able to continue to develop," he says. "I've got nothing in mind right now, but after the aLoft opening I hope to be prospecting for sites or acquisitions for more hotels."

By Jaime Hartford

Kevin White: Integrity, Hard Work, Teamwork

By every measure of the word, Kevin White is successful. White is the President/CEO and a shareholder of North Pacific Management (NPM), a privately owned Hotel and Restaurant Management Company located in Portland, Oregon.  In this role, he is responsible for managing all aspects of the company’s operation, including sales, marketing, finance and operations, for a total of $67,000,000 in annual revenue. Though the bulk of NPM’s customers are located in and around Portland, they stretch from Salem, Oregon in the south to Lewiston, Idaho in the East, and Anacortes, Washington in the north.

You might expect such success to breed arrogance. Yet the selfless White prefers to take the road less traveled, attributing much of his good fortune to those who have helped him along the way. His 35-year journey to the top of his profession has been a tortuous one, peppered with lessons around every corner. “Good and bad, I learned from each job,” he says. White credits his parents, “who instilled the values of trust, integrity, and the importance of a strong work ethic,” with building a good foundation. He recognizes a host of others, including a high school math teacher who gave him confidence and direction, a foreman in a nickel smelter who convinced him to stay in school, as well as friends and peer groups that both inspired and held him accountable. To reach his current life summit, White has depended on wise counsel from his partners Warren Bean and Wally Stevenson, “who have had confidence in me, guided me, and provided all the opportunities,” as well as tremendous support from his wife Donna.

When posed a question about his leadership style, White opts to take a different fork in the road, demonstrating his skill as a guide by focusing on the destination: his company’s goals. “To describe my leadership style is not easy for me,” he admits. “It cannot be summed up in a word or two. I will, instead, describe what motivates me, describe the kind of company I work with my team to create, and give you what I believe makes the company successful.”

As one might imagine, the recipe that White has helped concoct to drive North Pacific Management’s success is anything but standard cookbook. “We were insulted when an owner of one of our properties implied we were getting too corporate,” he remembers. “When we took over managing one large branded hotel a few years ago we had to implement a dress code. The large corporate hotel had an 11-page document telling employees how dress. We changed that dress code to two words: dress appropriately.”

White recognizes the importance of what he refers to as the triple bottom line. “There needs to be a balance between customers, employees, and owners,” he explains. “Each of these components must be satisfied to be successful. The customer must like their experience and want to return. Each employee must be treated with respect and like their job so that they in turn keep the customers happy, and the owners must get a rate of return on their investment acceptable for their risk.” As the clouds clear, you begin to see why White’s ascendancy to the pinnacle of his profession is not an accident. The enlightened leader is careful to point out that he hasn’t traveled the path alone. “The drive, excitement, and passion I have in my position today comes from the great group of people I work with on a regular basis as a part of North Pacific Management,” he says. “They are equally committed to having a great place to work and providing an opportunity for all to be successful. I have to attribute my success to the job they do every day.”

Efforts bolstered by White’s mentoring. He coaches his colleagues to be passionate, loyal, accountable, and demonstrate integrity; yet, he doesn’t expect them to think like he does. “Recognize that different opinions and observations are valuable and not deterrents,” suggests White. He encourages his people to be creative, use their experience, and learn from their mistakes. Not surprisingly, his advice for the next generation of leaders is inspiring and worthy of tucking away for future reference. “Recognize that if you are learning, then you must change, based on what you are learning,” says White. “If nothing changes, you are not learning.”

Beyond all else, he advises, “Have a servant’s attitude. Earn trust and respect. Establish your personal values and do not deviate from them. Maintain integrity at all times. Tell the truth even if it hurts. Be accountable for your actions. Never play the ‘blame’ game. Keep your word, and do what you say you are going to do. Protect your character, as it is what defines you.” Words of wisdom defined on a true leader’s journey to the top.

By Kirk Richardson

Chuck Hinman: Rising to the Challenge

Chuck Hinman laughs. “I’m not used to being interviewed,” he jokes. “I’ve been with the same company for a long time.” Though his job and company titles have changed, Hinman, who is currently General Manager of Columbia Room Inc. and DM Stevenson Ranch, has worked for the Stevenson family since 1976.
 

This is a different type of interview than the longtime Oregon Lodging Association member is normally engaged in, but he has become newsworthy in quietly rising to the top of the OLA.
“I didn’t look to necessarily take on an actual leadership role, at least from a position status,” explains the current Chairman. “I’ve been involved with the OLA since 1981 or 82, off and on, and very involved with OLA since 1992. It’s just the last few years that I’ve gotten real active in being more than a Board Member.”
 

The 30-year veteran of the hospitality industry may be humble about his leadership position, but that doesn’t mean that he hasn’t earned it. Hinman’s eyes were opened to the world of hospitality in the summer of 1970 as a teenager. He worked as a bus boy at the Portland Center Ramada Inn (which later morphed into the Portland Center Red Lion) and progressively worked his way into night auditor and front desk clerk positions. After attending St. Michaels College (Winooski, Vermont), Southern Oregon College, and University of Oregon, Hinman went to work for the Greenwood Inn in Beaverton, Oregon and Bellevue, Washington. He eventually landed in Hood River, Oregon, and has called it home since 1989. Hinman did take a five-year hiatus from hotels to operate his own restaurant, but has spent the majority of his careers managing properties like the Hood River Inn.
 

Asking him who influenced him and mentored him along his pathway to success opens up a flood gate. Hinman is eager to give credit where credit is due. “I worked for some really strong managers,” he says, then adds that “Jerry Marlow, Bob Fifield and Bert Behrendt were probably the most influential. They were all very hands-on. They were real clear with expectations. They certainly inspected what they expected, but they didn’t micro-manage. They were real strong leaders.” Hinman adds that he’s been fortunate working for the Stevenson family, “They are unique as owners, reinvesting so much of their profits back into the business allowing managers to really manage.”
 

You get the sense that Hinman did a lot of listening and learning in climbing to the top of his profession. He’s applied what he absorbed, incorporating it into his own unique leadership style. Hinman describes his as hands-on, hands-off approach. “I’m fortunate having been here so long,” he says. “I’m working with a group of individuals who are very experienced and are really skilled. They’re self starters. So I like to communicate a vision to our team. Then look to them to contribute and help in the decision-making process.”
 

It’s all part of his and the company’s philosophy. “We pride ourselves in promoting from within and developing leaders and managers rather than looking to the outside,” he explains. “With rare exceptions, we’ve been successful in that. I think that it’s important to realize that the employees are the most important asset that you have. We take our employer-employee relationship very seriously, and we tend to nurture that.”
In fact, Hinman sets human resources and people issues at the very core of the hospitality industries future. He believes that attracting the right talent and retaining it are paramount to success. “Perhaps the biggest challenge facing our industry as an employer, I would probably say, is finding qualified people to fill skilled positions,” he says. “It’s going to be a challenge in the years to come as our industry grows and becomes bigger, both in Oregon and nationally. There’s going to be fierce competition for good employees.”
 

Mentoring and molding that talent requires its own expert touch. Hinman needs to captain his ship, yet find a way to develop the crew. When he turns over responsibilities, he needs to feel assured that they’ll be executed at his level of expectation. “I think I’ve been effective in delegating,” he reports. “I give the department heads the room that they need to manage, and I think it’s been successful. We have very, very low turnover in our key positions. Most of our department heads have been here between 12 and 20 years, and I think that the newest department head we have has been here nearly 3 years now.” The level of trust that his subordinates have earned has allowed Hinman to take on a bigger role within the OLA. Service outside the walls of the hotel is also a high priority for him. “I think that it’s important to give back to your industry, give back to your community,” he says. “You know, first and foremost, we’re in the people business, and I think that people want and like to do business with people that they know and trust. Being involved in organizations like OLA or your local Chamber of Commerce or your Rotary Club, any service organization or professional organization, puts a face to your business. It puts a face to our industry. It’s important to our state’s economy. It’s important for leaders of our industry to be visible.”
 

With the economic downturn, the road ahead is visibly foggy if not downright gloomy. Hinman sees challenges, not the least of which is getting the State of Oregon and local government to better align with the industry’s needs and concerns. “I think from OLA’s perspective, keeping government from passing legislation which drives up the cost of doing business and, in turn, drives up pricing is probably our biggest challenge,” he says. “Look at Oregon in the last 20 years. Its tourism has really grown and matured. We’ve done it partly because we’re an affordable alternative as a destination to other places. If government continues to pass legislation that drives up the cost of doing business, pretty soon, we’re not an affordable alternative.”
 

How can members help? “I think just being engaged, being involved, contributing to your political action committees, communicating with legislators, and developing relationships,” suggests OLA’s leader. “If you can sit down and face people and explain to them what our challenges are, you usually can arrive at some common ground.” He says that with everyone scrambling for dollars these days, it’s going to be more and more difficult.
 

Yet, by the end of his first interview in a long time, Hinman is cautiously optimistic. “We’ve got strong leadership at both the executive committee and board level at OLA,” he says. “We’ve got a great staff. We’re in the process of hiring a new President and CEO. I know things are just going to continue to get better".

By Kirk Richardson

Bob Boler: Employees are Your Most Valuable Resource

He doesn’t like to use clichés, but Bob Boler says he is definitely a “people person”. As president and CEO of Leisure Resorts of America, Boler manages a diverse portfolio of properties and works with a diverse group of people. With over thirty years in the hospitality industry, Bob continues to advocate the importance of knowing your employees and listening to your customers. “I surround myself with great employees and let them do their job,” Boler says. Focusing on his most valuable resource – employees – is also a major tenet in his company’s mission.

After graduating from St. Cloud State University in Minnesota, Boler started his journey in the hospitality profession with Venture Out in America, coordinating all recreation, marketing and sales programs for the resorts. During his tenure, he served as general manager for several resorts and helped broker over twenty RV parks across the U.S. It wasn’t until 1995 that he formed Leisure Resorts of America (LRA), which manages a portfolio of resorts coast to coast, including Mt. Hood Village in Welches, Oregon. His is one of only a few companies in the U.S. that provides comprehensive services like property and asset management, consulting and brokerage services to owners and investors of destination RV resorts.

Boler’s life-long interest in travel and leisure activities was most influenced by his upbringing in a family who believed in traveling and exploring America. Those experiences eventually sparked into a career and his eyes opened up to a world of opportunity. Along the way he met and worked with a number of people, each with unique perspectives on the business and being successful in the industry. Bob worked on several projects with Dick Evans, formerly with Walt Disney Co. and Radio City Music Hall. , a mentor he learned a great many lessons from including, “Lead, follow or get out of the way.” Bob’s ability to lead has resulted in tremendous growth for the businesses he’s been involved with.

A keen businessman, Boler approaches all challenges head on. “It goes in cycles,” Bob says. While the industry has been put to the test with rising fuel prices, the one challenge that keeps circling is finding quality employees. “I’m very picky” Bob admits. But low turnover is something he prides himself on. If you read the company’s mission statement, you’ll see a fundamental theme: “Provide superior service and respect the individual” – whether they are your customer or employee. He talks about his staff with much respect and it comes through with every interaction he has with them. “When I visit a property, the first person I talk to is the one answering the phone (that’s where the service starts), and the last person I talk to is the resort manager.”

When asked what his biggest missed opportunity was over the years, Bob replied it was not forming his own company ten years earlier. Many of Leisure Resort’s managed properties have been recognized nationally by the Association of RV Parks and Campgrounds (ARVC) for having the best recreation programs, best brochure and best “mega size resort” management. When referring to the successes he’s reaped, Bob likes to quote Teddy Roosevelt, “Do what you can, with what you have, where you are.” He looks at every project and opportunity with a clean perspective, avoiding the “cookie cutter” approach and keeping it creative. One of Bob’s favorite phrases, “Up Beats Down,” is a quick reminder to his staff to be optimistic, not pessimistic.

After a few minutes of conversation with Bob you quickly realize why he’s recognized as a leader in the industry. His passion for the business and giving back to the organizations he’s been a part of has proved self-fulfilling. Bob is one of the original members of The Business Forum Board of ARVC, a group focused on moving the industry’s priorities forward. He currently serves as the RV Park representative on the board of directors for the Oregon Lodging Association. One of his goals while serving on the board is to bring more Oregon RV Parks to the table – both statewide and nationally.  Bob has been a staunch advocate for RV Parks, working with legislative leaders in the industry and representing the business interests of RV Park owners.

As if he wasn’t busy enough, Bob and his business partner, a golf course developer, are building a new condominium RV golf resort in Minnesota (opening this June) and plan on future developments in Florida, Texas and Tucson, Arizona - his home during the winter months. What’s his favorite vacation spot in Oregon? Welches, of course. “I’m living it!” Bob proudly responded. Though he spends quite a bit of time travelling for business, he and his wife love their summer residence at Mt. Hood Village Resort.

By Lori Little

Karen Utz: Perfecting the Art of Service

It’s not a very long commute to the office - in fact it’s just a walk downstairs - but for Karen Utz going to work is a ritual she looks forward to every day. As the owner and operator of The Black Walnut Inn in Dundee, Karen spends her days making the Inn one of the best guest experiences she can, a business philosophy that’s proven successful for the nine-room Inn and Vineyard. Operating a bed and breakfast has long been her passion, but it only became a reality in recent years. "It was something I always wanted to do and now it’s a prosperous business for us" says Karen.

The Inn, in the Red Hills AVA, sits on forty two acres with twelve acres planted in Pinot Noir right in the middle of Oregon’s wine country. From the minute you step onto the property you feel like you’re in Italy with the Tuscan-like construction and miles of vineyards surrounding the property. Standing out as a unique, luxury inn was just what Karen wanted to accomplish with the project. "No lace, no quiche" she says. The Inn is filled with modern art and luxurious amenities to meet her guests’ every need. "We listen to what our customers want and make it happen" says Karen. "It’s always better to exceed their expectations."

Prior to operating the Inn, Karen had a fulfilling career in elementary education with North Clackamas School District. Though she thoroughly enjoyed teaching, she’d always wanted to pursue owning a bed and breakfast. It was a passion of hers to create an environment where her family could prosper while providing a unique place for visitors to feel welcome and relaxed. Karen tells of how she felt "unrest" over the years knowing that her real passion was in the B&B business. Her dream became a reality in 2000, when Karen and her husband purchased a vacant property in the hills of Dundee and began building.

"I’m doing what I was meant to do" says Karen. Not wanting to dive in head first without first exploring the industry, Karen spent a lot of time researching and preparing for her new career. She even spent a year doing an internship at Portland’s White House to learn all the "ins and outs of the business". As longtime Portland residents, Karen and her husband Neil wanted to find a property in the Metro area originally, but found the city of Portland’s application fees and processes were both cost prohibitive and a bit obtrusive.

The property in Dundee turned out to be just what they were looking for and more. Wanting to incorporate energy saving programs and sustainable business practices, Karen approached Energy Trust of Oregon to inquire about solar energy panels. Not only does the property have abundant space for the panels, the location offers perfect slopes and angle to the sun that would maximize solar energy generated, helping the Inn become less dependent on normal energy sources. Karen admits the potential energy savings was most attractive, but adds the opportunity to take advantage of a program that uses renewable energy is the environmentally sound thing to do.

The Black Walnut Inn has made a name for itself on many fronts, drawing regular clientele from the East Coast to the West along with numerous accolades from local and national publications. What’s her secret to success? Karen attributes it to figuring out how to create a seamless operation with guest service as the number one priority. Whether it’s giving dress code suggestions for the local restaurant or helping extend the guests’ stay by booking additional nights at another property, Karen knows how to put the guests’ needs first. "It’s all about understanding the client and meeting their needs without smothering them."

With success often comes recognition… Karen was recently appointed to the Oregon Tourism Commission as one of five individuals representing the lodging sector of the industry. "It’s exciting to represent the industry at this level" she says. Understanding the value of industry partnerships is not new to Karen. She supports industry organizations by serving on their boards and helping to further their objectives. "We need to get tourism better marketed for Oregon – it’s the one industry that’s a naturally renewable resource Oregon can count on" she adds. In addition to serving on the Board of Directors for the Oregon Lodging Association and Yamhill Valley Visitors Association, Karen also participates in the Bed & Breakfasts of Yamhill County group.

When asked how she describes her leadership style, Karen quipped, "talk to think –but I have learned to watch and listen carefully, and that’s how I understand the situation." Over the years she’s learned to recognize challenges and frustrations with process, but advises, "If you want something to happen, simply whining doesn’t work." Karen shares a lot of similar challenges as other small businesses but recognizes the value of small operators being able to bring in significant dollars and tourists to Oregon. She feels her participation on various industry boards along with her new role on the Oregon Tourism Commission will offer prime opportunities to represent the bed and breakfast segment of the industry. While serving on the OLA board Karen hopes to continue to cultivate forward thinking when looking at the state’s tourism promotion and ensure small business owners are heard. 
 

By Lori Little

Wendy Higgins: 2009 Innkeeper of the Year

As general manager of The Ocean Lodge in Cannon Beach, Wendy Higgins takes hospitality to a higher level. She’s long had the reputation among guests and peers as a phenomenal manager and host, but in recent years her passion for service has inspired her to make more of an impact on the lodging industry and in her community - all with a gracious attitude and a passion for serving others.

Higgins instituted a new service standard, “2nd Mile Service”, where staff go beyond typical guest expectations. Wendy’s inspiration for this philosophy came after taking a leadership course, Developing the Leader Within You, developed by John Maxwell. The course made such a positive impact on Wendy and her staff, she started offering classes for key managers including several in Spanish. She also organized the Oregon Coast Leadership Summit, a simulcast of Maxwell’s “Maximum Impact” for local business leaders. “I found that when you raise the level of leadership you raise the bar on service” says Wendy.

This year Wendy is taking her management group through the books, “The Power of Nice” and “The Power of Small”, reflecting on the simple things that lead to 2nd Mile Service. “When she sets the tone as a leader, it’s easy for people to follow suit” says Patrick Nofield, president of Escape Lodging. The 2nd Mile Service has become the mission statement for The Ocean Lodge, taking care of employees and guests by going beyond the expected.

Wanting to make an impact on her community, she was elected President of the local Chamber. Through some tenuous experiences, she helped change the tenor of the organization for the better. Wendy also led a move to reenergize the Chamber and the local business community by hosting a Wednesday morning coffee, offering a forum for businesses to discuss economic challenges and work together.

Last year Wendy was asked by the business community to run for City Council to help “add balance” and represent their interests. In less than a year, she has been instrumental in helping nurture a sense of cooperation between the city and local businesses, and graciously served as the voice for the business community. Wendy continues to play a vital role in promoting success in her community by serving on Boards and committees that promote relationships and foster leadership development.

If you were to ask Wendy what she’s really passionate about, she’d say it was her faith, family and opportunity to cultivate people and leaders. “Her passion has had a tremendous impact on the lives of our guests, employees and the community at large” adds Nofield.
  

By Lori Little

Jennifer Hatfield: 2009 Industry Partner of the Year
 

As principal and owner of Wholesale Commercial Interiors (WCI), Jennifer Hatfield is recognized not only as a successful business person, but someone who has significantly assisted the growth and success of Oregon’s lodging industry. Under Jennifer’s direction, the company has grown its client list in seven states including select nationwide projects. WCI is listed as one of the top 35 hospitality design firms in the U.S.

Jennifer founded WCI in 1991 as a unique one-stop resource for the hospitality industry with services including design, purchasing and installation. Now with a staff of fourteen, WCI has branched out securing a diverse clientele, from franchised, boutique and independent hotels, to casinos, resorts, condominiums, restaurants and lounges.

Prior to starting her own company, Jennifer was the Design and Purchasing Manager for Nendels Inns (based in Portland), gaining invaluable “hands-on” experience during the company’s growth from 12 to 45 properties in eight years.

Jennifer’s affiliation with many community and hospitality organizations has gained her tremendous respect and a reputation as a leader in the industry. She is very involved with her community, encouraging her staff to participate in causes such as Loaves & Fishes and Meals on. Jennifer is a member of AH&LA, International Society of Hospitality Purchasers (ISHP), Network of Executive Women in Hospitality (NEWH), several state lodging associations and the University Club of Portland Ladies Core Committee.

She is proud of her company and its accomplishments and has a vision to involve the young, brilliant design minds with passionate talent to take the company to another level.

By Lori Little
 

Pat McShane, InnSight Hotel Management Group

With over 35 years experience in the hospitality industry, Pat McShane has studied hotel operations from almost every angle. In high school he was introduced to the hotel industry by serving as a bellman for the Sheraton Chicago – just one of several hotels he’d eventually work for across the U.S. In 1995, McShane co-founded InnSight Hotel Management Group with Richard Boyles, a move he calls the “most rewarding experience” in his professional career. In an interview with LodgingNews, McShane discusses his company’s recipe for success and shares his perspective on the direction of the lodging industry.

LodgingNews: InnSight is consistently recognized for excellence and has received numerous awards. What business philosophy has played a key role in your company’s success?
Pat McShane: There are two core values that I often refer to as “WIGS” or “wildly important goals” we follow. The first is growth – both as a company and personal growth – by giving your employees opportunities to grow as professionals. The second is focusing on results; continue to assess what we’re doing and how we’re using our resources to get positive results.

LN: Who has been the most influential person in your professional development?
PM: Two people come to mind. Bill Stafford and I have worked in a number of situations together over a period of 8-10 years where he was a general manager and I served as director of sales. Bill was a good mentor, as he taught me how to interact with owners of properties and I appreciated his style. Richard Boyles has been a great partner in this endeavor. We both contribute different experiences and skills to the business and have learned a tremendous amount from each other.

LN: We hear that the economy is improving. Do you think that is an accurate assessment?
PM: Ever so slowly. We’re beyond the scare of the “next great depression” but there certainly will be some changes that affect our industry going forward. I’m optimistic for 2010 and 2011.

LN: What has been the biggest challenge in growing your business?
PM: Taking the down economy out of the picture, I’d say the biggest challenge for us (and most operators) is finding the best people. It gets easier when you have good people because you’re working with a much more efficient and effective team.

LN: How has your involvement with various industry groups helped build your business?
PM: Being associated with OLA affords me the opportunity to meet others in the industry, therefore broadening my base of contacts. Since participating in the annual Conference last October we have been able to produce two solutions to problems and improved another resource by utilizing services from participating vendors. The only reason that I was aware of any of them was as a result of my and their attendance at the conference.

LN: You currently serve as Chair of OLA Board of Directors. What is your top priority this year?
PM: Certainly the discussions on unification with the restaurant association are of top priority for the Board. Additionally, I’d like to make membership with the organization a better value for existing members. It would be nice to hear from our members that they are getting more out of their dues than they did a year ago. The challenge for OLA is to provide the best value proposition for its members.

LN: What is the most important lesson you’ve learned in your career?
PM: I believe it’s extremely important to associate yourself with the best people you can – both employers and employees.

LN: Three words to describe your leadership style?
PM: O.K., here’s my paid commercial from our Director of Operations, Holly Stanley, who replied with this email, “Collaborative, trustworthy, compassionate. People accept what you say as gospel and not just because you’re the Exec VP, but because people trust you and trust that you make good decisions... you’re relatable and accessible which makes you easy to work with and for.”

LN: You’ve been in the industry for 35 years. What advice do you have for the next generation of leaders in the industry?
PM: Again my advice for someone beginning their career in this or actually any industry would be the same; associate with the very best people you can and try to learn everything from them, both from their accomplishments and failures. 

By Lori Little 

Marc Dryden, Best Western Inn at Face Rock

Recently selected as the recipient of the State Leadership Award by AH&LA, Marc Dryden, co-owner and partner with the Best Western Inn at Face Rock, has been a consummate leader in the industry and his community. This national award recognizes an individual's demonstrated leadership and support for the industry and their state association.

All too often, especially in rural areas of the state, city and county government turn to lodging tax as a target for increasing revenue. Dryden clearly demonstrated leadership by his willingness to take on an issue affecting his industry and community. When the City of Bandon considered an increase in lodging tax to fund a community center, he successfully coordinated a grass-roots campaign to raise awareness and unify the industry voice of opposition to the increase.

As a long-time owner/operator, Dryden attributes in part the strength of his business to his involvement with industry associations. “Our current property, as well as those we have owned in the past decade, are small players. Associations such as the OLA and ORA increase our visibility and strengthen our voice on many issues” says Dryden. He’s been co-owner of the Best Western Inn at Face Rock Hotel & Suites for 11 years. Prior to that, he spent close to two decades with Marriott and Red Lion Hotels.

When asked what inspires him to be engaged as a leader in the industry, he replies, “The ability to spend each day surrounded by a great variety of unique people from all walks of life, each with a different story. No two days are the same”.

The award will be presented at the AH&LA Legislative Action Summit in Washington, D.C., on March 15-16, 2010.
 

Buggsi Patel, BHG Hotels

A well-known champion for the lodging industry, Buggsi Patel has been one of those dynamic leaders that tirelessly advocates for hospitality members. During his term on the association’s Board, Patel continuously engaged on grass-roots levels with legislators, commissioners and policy staff on issues critical to hoteliers – at both local and national levels. He continues to be involved in a number of industry associations, exhibiting the kind of volunteer leadership any organization welcomes.

LodgingNews: What inspires you to be engaged as a leader in this industry?
Buggsi Patel: I think it’s important that everyone understands what needs to be done to protect their interests. Policies and business issues need to be watched closely and fought hard to oppose or support. We (BHG) need to make sure we’re going in the right direction; getting involved helps me look out for my business interests.

LN: What has been the biggest challenge in growing your business?
BP: I think like everyone else, there’s always a challenge in training and retaining employees. Nowadays we need to change the mindset - we’re in tough times so we need to think differently. We continually look at what we’re doing and how we do business in order to safeguard our strength as an organization.

LN: How do you describe your business philosophy?
BP: We try to create a company culture where employees really want to work for us. In regards to staff development, we continue to look for opportunities where our employees can grow and reach their goals. Overall, our company strives to be innovative in our operating philosophies and not afraid to look in different directions in order to grow the company.

LN: The forecasts seem to show small glimmers of hope for recovery in the lodging industry. Where do you see the industry a year from now?
BP: It’s a tough time and some properties are simply not going to survive. We’ve already seen some fold, and depending on how this summer goes, more companies may be in trouble. Looking ahead to 2011, business in general should start to even out and we should see some positive gains in occupancy and RevPAR as compared to ’09-’10, but certainly not like the growth we had in 2008.

LN: What’s the most important lesson you’ve learned in your career?
BP: I’d have to say managing risk. It’s imperative in this business to look at the long term view, rather than the short term… especially when the economy has been so tough.

LN: How has your involvement in industry associations helped build your business?
BP: Anything I’m involved in professionally is for the benefit of my company - learning new ways of doing things and sharing these practices with my organization. Whether it’s a different perspective on managing rates or picking up new trends, I’m afforded the opportunity to bring back valuable information and resources to my staff.

LN: What has been the most rewarding experience for you professionally?
BP: Serving as Chair of AAHOA (Asian-American Hotel Owners Association). It was rewarding to be a part of that organization and leading it to higher levels of success. We achieved tremendous growth in membership (including more women members), became a financially sound organization, developed continuing education for our members, and got AAHOA more involved legislatively.

LN: What advice do you have for the next generation of leaders in the industry?
BP: Take your time and learn from the ground up. You want to experience as much as you can, get involved in different industry activities, and share your experiences with others.

By Lori Little