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Our team is excited to start you moving toward your vision and achieving your goals.. Contact us with the form below to schedule your free initial consultation to chat with an alignment expert, to inspire ideas, and to learn how our process works. Don't hesitate to send us other inquiries as well! Someone will be in touch in 1-3 business days to answer your questions and get you started.

A team to build the dream.

Change Agent has nearly 50 creation experts as well as another 25 tech experts and engineers. In our office, we don't separate departments. HR sits next to marketing, which sits next to software. Everyone works together to deliver the most innovative and effective results for our clients. We're proud to be change agents, transforming the way businesses market online.  

Meet our directors of websites and marketing below to get an intro our team and office. 

Beatrice Badler

Meet Beatrice, our director of website design and content. With a decade of experience, Beatrice has developed a highly trained muscle for building engaging, converting sites. Beatrice's love of photography has enhanced her eye for design even more. Her immense love of The Bachelor is just for fun.

Clark Blackwood

This is Clark. He's the head of marketing strategy. After working as a social media campaign manager for a major corporation, he wanted to move into a boutique agency where he could spread his creative wings. When Clark isn't wowing clients, he's taking pictures of his corgi Coconut and binging on The Office. 

Let's get started.

Our team is here for you. We're excited to start brainstorming ideas for your website and marketing campaign. Schedule your free initial consultation to chat with a creation expert, inspire ideas, and learn how our process works.

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Get to know us.

Whether you are an individual or a business thinking about entering the hotel industry, or you’re already operating, we are a full-service partner that can provide you with the tools and processes needed to improve your operational results and gain a competitive edge in your market, all without losing sight of the objective to increase your levels of profitability.

With Pivotal One Consulting, you have access to a network of skilled professionals who provide a comprehensive, customized, results-oriented approach to continuous improvement planning and implementation for hotels. Our goal is to help our clients achieve significant long-term success and to address current business needs. A systems orientation for hotels calls for organizational alignment to: develop or perfect your marketing and sales programs and processes, improve rooms product and guest-services delivery, drive down costs, and increase productivity, profitability or customer satisfaction in order to enhance your competitive position and customer loyalty. It's at the core of who we are and why we exist.  

Two of our top values are innovation and collaboration. We know that if we aren't creating new ideas, we'll get left behind. We also know that when our entire team works together with yours, your hotel abounds in new ideas and innovative solutions to issues. Living and breathing these values makes us one of the unique hotel consultancies in the game. That's our promise to you.  

larry-fisher-hotel-consulting

Photo taken by Jeff Martin

Meet Larry

This is Larry. He’s the head of our hotel consulting strategy. After working for 20+ years as a hotel management executive for multiple hotel management and development firms, he wanted to move into business development consulting where he could spread his creative wings. He took on consulting assignments inside and outside of the hotel industry tackling projects in the banking and healthcare industries as well as the hotels. Larry quickly grew his consulting base thanks to his ability to provide a framework of stability and growth allowing for the achievement of his clients strategic goals.  

Larry’s just one of a handful of awesome consultants assessing gaps, co-creating solutions and facilitating change here at Pivotal One. Schedule a consultation with him to discuss as much information as you can about your business and what you would like to accomplish.  

Our Process

The implementation model that we use is distinctive in its comprehensive, culturally-sensitive approach to our clients. The cultural uniqueness of each hotel organization is understood and valued by us. We guide you in designing and implementing a continuous business improvement process, which is based on foundational quality principles, and one that is also tailored to address the needs of your hotel organization specifically. Our processes combine both education (what needs to be done) and skill development (how to do it).

Experience has taught us that high performance in a hotel is achieved when commitment, energy, and efforts are focused on guest satisfaction through the alignment of an organization’s Strategy, Systems, and People. Dramatic operational gains will result when these three elements are equally prioritized and developed in a planned, coordinated manner.

Long story short...

At the very least, we believe a business coach or consultant should be able to cover their cost to you. And as such, we will endeavor to deliver enough incremental profitability to cover 100% of our fee giving you a 100% return on your investment and us helping you at little to no cost. So what's the harm in trying a new way to increase profits and improve market share?

Let's work together

Our team is excited to start helping you to move toward your vision in a specified period of time and provide you with the principles which serve as a solid foundation for the direction and growth of your hotel organization.  

Get a free initial consultation to chat with an alignment expert, to inspire ideas, and to learn how our process works. 

I spend good money to hire top leaders for my hotel... why can't they lead?

If you are struggling to achieve your hotel's vision, let us work with your team to help them align all of the hotel's systems with its strategy in order gain a competitive edge in your market.

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How we help

Today, there is a growing trend in the overabundance of managers and a huge lack of leaders. The situation clearly has a negative impact on a hotel's ability to grow and compete. This begs the critical question: If leadership is so critical to successfully developing and growing a hotel organization, why, then, isn't there more of it in the industry?

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Strategic Planning

The best way to predict the future is to create it! Learn how to determine business opportunities and the resources that are required to convert opportunity into success.

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Leadership Development

Become a leader who knows who they are , where they are going and you will succeed. Today's leaders must do more than manage change. They must thrive on it! 

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Process Excellence

Today, getting better at creating rooms product and services has never been more critical. Learn how to improve customer satisfaction through a strategy of process excellence.

Let's redefine the future of hospitality.

Business today has taken on many new dimensions. Hotel leaders are faced with more challenges, more choices, and more oppotunities than ever before. Profit margins are shrinking, new markets are emerging, the workplace is changing, and competition is threatening even the largest hotel organizations.

In the face of these many changes, the ability to develop a fail-safe system of organizational alignment throughout your hotel or management company is far and away the most competitive advantage. It is the foundation upon which you are able to create sustained success. As you may appreciate, it is one of the top issues that more and more hotel organizations are evaluating.

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From the blog

compelling-vision

A Compelling Vision

Is your vision for the hotel compelling enough so that everyone in the company wants to get aboard the company bus?

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Organizational Alignment

Hitting your hotel's year-end results is like landing a plane. You need to stay aligned with the glidepath and runway until year-end.

Let's Talk.

Let's hop on a quick, free call and talk about you, your property, and your opportunities.

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ACHIEVING YOUR VISION

There are two common mistakes that hotels make with regard to their vision that keep them from reaching their potential. First, they fail to clearly articulate one - their vision. Second, they fail to communicate that vision effectively.

There’s another huge mistake that can derail all the efforts a hotel makes to overcome the first two mistakes. That is their failing to make sure that all employees’ activities support and are in alignment with the vision. Don’t let these mistakes hold you back from achieving your vision.


“YOU CAN’T BLOW AN UNCERTAIN TRUMPET…“ 

 - Father Theodore Hesburgh  

EXPERIENCING CONFIDENCE

UNLEASH YOUR INNER LEADER

Have you ever had the thought: “I know what I need the team to do to reach our hotel’s vision, but I just don’t have the confidence they know how get it done”? 


The best way to predict the future ... is to create it!  

— Abraham Lincoln and Peter Drucker  

UNLOCK YOUR POTENTIAL

Imagine if you could define the desired results for your hotel and then grow the people and processes to ensure the achievement of those desired results.

I know it sounds novel, but this model works because it links and aligns the hotel’s vision and strategy with the people and the processes who will ensure the realization of your vision.

The truth is that the linking of the operations to the strategy in most hotels is weak because the link itself is not well defined.

However, in our implementation model it is. Our hotel alignment model will soon have you experiencing the confidence and certainty that comes with achieving your vision.

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OPPRATIONAL ACCOUNTABILITY

CHRISTOPHER COLUMBUS

Christopher Columbus challenged conventional wisdom suggesting the world was really flat.


CREATING NEW OPPORTUNITIES

Based on his new definition of the world, he courageously set sail, and as a result discovered America. In doing so, he revolutionized the world by creating new opportunities to explore horizons yet unknown. 

ACHIEVING THE DESIRED RESULTS

Once you accept this new definition of alignment as “the ability of your team to get results,” you must next commit to developing a leadership process that aggressively grows the people and processes at the property to achieve the strategic direction of the hotel.

CHALLENGING BELIEFS

This is the only clear, predictable, scientific way to guarantee operational accountability at your hotel in today’s fast-paced, turbulent economy. Failing to properly align your hotel organization is the modern day equivalent of continuing to hold onto the belief that the world is flat.

A Blueprint To Success

Larry Fisher

Getting Started

[Warning] Our Blueprint to Success for achieving your vision for your hotel isn’t for every hotel owner and operator! 

I’ve put this implementation model together for AMBITIOUS hotel executives, third-party management organizations and open-minded hotel owners and investors. 

To be clear … none of this is rocket science. This strategic model of alignment and process development takes REAL WORK. But when implemented correctly, success is inevitable for any hotel.

Just set your Vision and your desired results and then grow your people and processes in such way as to ensure the realization of those goals. Let me show you what I mean …  

Need Some Help Finding the Misalignment In Your Hotel?

Shorten your learning curve, watch this short 30-minute video on organizational alignment for hotels and start correcting misalignment in your hotel today.

1 – The key to successfully aligning your hotel

First, I wanted to step back a bit and look at this model from the 100,000-foot level. As I mentioned in a previous posts, the ability of any hotel organization to constantly adapt to new and better ways of doing things is dependent on leadership’s ability to present a coherent story.  

The reasons for the need to change and how it is to be accomplished must always be aligned. Change should start with the vision for your hotel, (what the future will look like) and align with the corporate strategies, (how you are going to get there) and its systems (how the work flows through the hotel).  

The importance of this alignment is to make certain your story is consistent, and all elements of the operation are supportive and logical. This process of alignment will become how you do business at the hotel and how you will prevent your changes or any process re-engineering - going forward - from becoming just another “program du jour”.

hotel-alignment

All of the elements of your operations must be supportive and logical for your vision?

2 – Dimensions of Alignment

There are 3 dimensions to our alignment compass:

  • Operations Alignment
  •  Vertical Alignment, and
  • Horizontal Alignment

Let’s take a look at each of these dimensions and how we use them. With operations alignment we look at how our hotel is aligned with its systems and processes in order to gain a competitive edge in the market. Let me show you what that looks like. 

3 – Operations Alignment

This diagram provides a theoretical model that will allow management to understand the source of their problems and where to begin to develop the solutions. First of all, hotels and management companies always have a strategic plan or direction they want to go in, Point One (Top of the Star).

star-model-alignment
  • Point Two …. Is your structure at the hotel (the second point on the Star) designed to support your strategy? Peter Drucker says, “Structure follows strategy.” Unfortunately, all too often hotels don’t follow that model. In fact, most of the time they don’t even think about or even ask the question as to whether their structure is at cross-purposes with the strategy. However, they don’t think twice about reorganizing when trouble hits, or reorganizing when they’re faced with something unexpected.  
  • Point Three ... Now, we also take it one step further. The third point on the Star asks, do the processes at the hotel support the strategy? We look at the way the work flows: in room service, for example; we look at how much time it takes to deliver a burger and whether or not it exceeds the expectations of the guest, we look at variation and waste measurement, etc. Again, the key here is alignment. If the strategy is low cost, exceptional room service, but the processes don’t support it, your processes are dead.  
  • Point Four ... Next in the model, we look at your rewards and recognition systems. Do they support the strategy? If the strategy called for is team based, but you’re only rewarding individuals, then the team is dead.  
  • Point Five ... Moving on to people. Do your people have the attitudes, skills and knowledge to implement the strategy? Do you have the right people in the right places doing the right things at the right time for the right reasons? Are they aligned with your strategy? Do they even know what the strategy is?  

Need Some Help Finding the Misalignment In Your Hotel?

Shorten your learning curve, watch this short 30-minute video on organizational alignment for hotels and start correcting misalignment in your hotel today.

4 – Feeding the heart of the hotel

And as you can see …. at the center of the star, all of this feeds the heart of your hotel: your customer loyalty and your results. However, if all you are measuring in your hotel operations is the results, how does that strategy support creating and growing a base of loyal customers?

 I keep stressing the importance of creating and growing a base of loyal customers in order to gain a competitive edge for the hotel. What better way is there to accomplish this than to be the preferred hotel for every single guest that stays in your hotel?

Imagine what it would feel like if you could minimize the impact that your competition had on you by creating and growing this base of loyal guests and customers who frequently favor your hotel over the others when staying in the area.  

All of these operational aspects are geared to getting results for the right reasons and must contain all: guests and customers, future share of the markets, new room products, new guest-services, etc.  

Now, as you can see in our Star model surrounding this whole environment is leadership. That’s right, Leaders hold the whole thing together. Notice, I am not talking about Managers, Hotel Managers, or even General Managers here. It is the job of the managers to do things right; Leadership – on the other hand – determines what are the right things to do. 

So let me ask you, which points of the Star Model are out of alignment in your hotel organization? If you are not sure, then you need to start there and figure it out. With our clients, our overall goal is to come through the lobby doors of your hotel, go through every room, department, division and help you achieve improved alignment leading to better business results and of course, achieving your vision.  

The remaining two points on the “alignment” compass refer to what I call the “Vertical Alignment” and “Horizontal Alignment” dimensions.

hotel-alignment

The hotel orgnization must be aligned and balanced Vertically and Horizantally

5 – Dimensions of Alignment

Experience has taught us that high-performance in a hotel is only achieved when commitment, energy and efforts are focused on guest and customer satisfaction through proper organizational alignment of the hotel’s Strategy, People, Processes and Guests. Time and again we see dramatic gains for the hotel organization when these four elements are equally prioritized and equally developed in a planned, coordinated manner.

Take a moment and answer this question, “How do you manage a hotel that is designed to function vertically – think departments, Front Office, Marketing and Sales, Accounting, HR etc. when in reality guest-services and the work flows horizontally?  

vertical-horizontal-alignment

Systems Thinking is critical for properly aligning your hotel

Vertical Alignment

Remember, if you are to realize your vision for the hotel, you must be able to present a coherent story that supports your Vision. You must be able to identify and achieve your strategic objectives and you need to be able to link your guests’ requirements to the way you do business at the hotel. In other words, with vertical alignment you are concerned with the hotel’s organizational strategy and how to align it with the people you rely on daily to transform that strategy into meaningful work for everyone at the property.  

Take a look around … do you have a process for aligning your people with your strategy? In some cases, your answer might yes, but you think to yourself, “then why is it we seldom hit our strategic goals each year?” We’ve seen this often and the odds are your departments and its people are probably not coordinated, they are probably misaligned and working at cross-purposes.  

Horizontal Alignment

And the final point on our Alignment Compass is Horizontal Alignment. We know that vertical alignment alone will not yield sufficient growth and profits. If you want to sustain a competitive position in your market for the hotel, you must make an absolute commitment to your guests and customers as well. We now know that vertical alignment is all about aligning your property's organizational strategy with the behaviors or performances of all of the employees of the hotel.  

Now, take a look at your commitment to your guests and other customers … do you have the systems and processes in place through which you effectively anticipate your guests’ requirements and then link them to the way you do business? Your hotel’s guest-services will generally cut across different functions of the hotel flowing "horizontally."  

We have a saying here at Pivotal One that when it comes to helping people work together across varying hotel activities and functions, that it is necessary for each employee to work their "right action." In other words, you need to have "the right people in the right places doing the right things at the right time for the right reasons to achieve the right results."  

And the results … you guessed it, they are determined by what guests want, when they want it and how they want it.  

Every hotel operator’s challenge then is the simultaneous matching of both the vertical and horizontal aspects of their hotel, as well as managing the day-to-day business of the hotel, hotel departments and teams, and the external elements such as suppliers and vendors, and so forth. In the end, all of these elements must be centered on the ultimate vision for the hotel.  

Last Thoughts ...

In the beginning, I mentioned this was not rocket science. And we can see now that it isn’t.

However, it is also quite clear that if your hotel suffers from misalignment and you do nothing to correct it, your success is questionable. Imagine that your doctor diagnoses you with a serious illness. Your choices are, do nothing and probably die from it, or take aggressive action to get back on the road to optimal health. What would you do?

If there are gaps and misalignment in your hotel … along with leadership issues, then you have in effect, the same choices.  

In order for you to get your hotel on the road to victory, you must align all of the operating elements of the hotel with your vision and you must empower your people with the processes that allow them to lead. When you do so, quite literally everyone in your hotel organization becomes a leader and everything they do everyday moves the hotel closer to achieving its Vision. There is no other way.  

We offer customized hotel development processes which assist Hotel Owner/Operators, Senior Executives, General Managers and their Property Operations Teams to help them succeed within an ever-changing, guest and customer-focused environment. 

Need Some Help Finding the Misalignment In Your Hotel?

Shorten your learning curve, watch this short 30-minute video on organizational alignment for hotels and start correcting misalignment in your hotel today.

larry-fisher-hotel-consulting

About The Author

Larry Fisher is the founder of Pivotal One Consulting. When he's not serving his clients, he geeks out on card games, barbecuing, and challenging his friends to top his awesome karaoke skills. He calls Palm Springs, California home.

Articles

A Blueprint to Success

Are you looking for skilled professionals who can provide you and your hotel with a comprehensive, customized, results-oriented approach to continuous improvement planning and implementation. Our goal is to maintain a reputation for helping our clients achieve significant long-term results and to successfully address their current business needs.

Why Your Hotel Needs a Compelling Vision.

We all know that a vision is a statement about where or who you want the organization to be in the future as compared with where or who it is today. A compelling vision is a powerful force that creates energy and focus on the direction and future of the hotel organziation. A vision statement, in effect, sets the strategic direction for the hotel for a specific planning horizon.

Laying The Groundwork for Achieving Your Vision

Successfully implementing change in your hotel is dependent on your ability to present a coherent story. The reasons for change and how it is to be accomplished must be aligned. This means, that change starts with your vision, it aligns the strategy with the people doing work and its systems (how the work flows). 

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Why Your Hotel Needs a Compelling Vision

Larry Fisher

Does Your Hotel Have a Compelling Vision?

So let’s talk about the first step in developing a coherent story for your hotel – Your Vision.  

It is a fact that you and your hotel travel in time, right? No matter what happens with your people inside the hotel, all of you will end up somewhere over the next month or year. So do you know where that will be?

I’m with Cheshire Cat when it told Alice, “that all depends on the path you take.” Yeah, I know hotels always say they want to go to a place where they will have higher RevPAR, lower costs, new markets, new systems, upgraded equipment, state-of-the-art technology, etc. These might be considered objectives or goals. But are these goals part of a bigger picture or vision? Sometimes they are, and sometimes they're not.

Does it really matter?  

alice-wonderland

Need Help Finding the Misalignment in Your Hotel?

Shorten your learning curve, watch this short 30-minute video on organizational alignment for hotels and start correcting misalignment in your hotel today.  

1 - Set a Destination for Your Hotel.

I often use the analogy of a bus and its destination. If you are the leader of your hotel, part of your job is getting the other people you work with on the bus.

I don’t know about you, but I wouldn’t hop on a bus until I knew its destination. Think about it. If you were at a bus station and asked the bus driver where his bus was going and he replied, “Not sure … I’m just going to drive around a bit. I’ll probably start heading North but there’s no set destination. We’ll see how the trip goes and play it by ear.” Is that a bus you want to hop on? My point here is the first thing you need to do as the hotel bus driver, is pick a destination.  

It does matter. Your team needs to know the bigger picture. So set a destination – A Vision.  

2 – Forget it! I'll Just Drive!

But here's what really happens to most company bus drivers. You’ll get some people that say, “You know what…I don’t really like bus rides…they make me sick, they’re not comfortable, I don’t feel safe, etc. I’ll just follow you in my car".

Now, you end up starting your trip to your destination with some people on the bus and a caravan of cars following behind. At first, you think…well, this is ok. We’re all headed to the same destination anyway, right? 

Wrong! When people follow in their cars they get sidetracked, take different routes and sometimes … more often than we care to admit … they never really make it to the destination. We find out they took an off-ramp along the way and exited the route because they found something more inviting or distracting along the way.  

Most companies and leaders think that just telling people where the bus is going is enough. Wouldn’t you like to believe that your people would automatically want to jump on the bus? Well okay, the company takes a trip every year, shouldn’t everyone know what to do by now? The fact is, that each year the trip is different. It’s to some strange new place and the company always wants to get there in a hurry. It’s not always fun. People argue on the bus as to what’s the best route to take, there’s jockeying for the window seats in the front of the bus, etc. After a while, it just seems easier for some of your people to say, “Forget the bus, I’ll drive.”  

3 – Communicating Your Vision

In any hotel organization, there are always gaps to close. Gaps created by the distance between “where we are” (your starting point) and “where we want to go” (your destination point).  

Now, let me ask you…do you and your people know exactly where you are trying to get to? And how should they know? A simple and understandable vision is essential since delegation to, and empowerment of, your people depend on a shared understanding of your hotel’s organizational purpose.  

One of the most important responsibilities of a leader is to shape and communicate that vision to everyone in the hotel. It was Father Theodore Hesburgh, former President of Notre Dame University who said, "“The very essence of leadership is you have to have a vision. It’s got to be a vision you articulate clearly and forcefully on every occasion. You can’t blow an uncertain trumpet.”  



"You Can't Blow An Uncertain Trumpet"

- Father Theodore Hesburgh

4 – Developing Confidence and Certainty

Make your Vision for the hotel - compelling!

Then, develop the confidence and certainty that comes with knowing how to grow your people and processes in order to ensure the realization of that Vision.

Need Help Finding the Misalignment in Your Hotel?

Shorten your learning curve, watch this short 30-minute video on organizational alignment for hotels and start correcting misalignment in your hotel today.  

larry-fisher-hotel-consulting

About The Author

Larry Fisher is the founder of Pivotal One Consulting. When he's not serving his clients, he geeks out on card games, barbecuing, and challenging his friends to top his awesome karaoke skills. He calls Palm Springs, California home.

It All Starts With Having a Coherent Story - For Your Hotel

Larry Fisher

Do You Have a Coherent Story For Your Hotel?

Some time ago while working for one of my favorite hotel management firms in Southern Caliornia, I made the realization that everything in the operations of a hotel needed to tell the same story. Every facet of hotel operations needed to be aligned with the strategic direction of the hotel. But after a few misteps, I figured out that if I wanted to successfully align my hotel with whatever the vision was, we also needed to have the ability to present this coherent story as an operations team. And this needed to be a story that made sense to the guests. But this story also had to be compelling and make sense for the employees if I was ever going to get them on board with the program at the hotel.  

I learned this the hard way. The truth is there was never a compelling and coherent story that was top-of-mind for any of the 15 plus hotels I was assigned to. Oh sure, as a hotel owner and senior partner in developing portfolios of multiple hotel assets I was always clear on our need for growing market share, increasing profits and creating high-performance property operations teams, but these were the objectives we all expected to be working towards on every hotel assignment.

So it was never compelling enough to motivate the employees ...  

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A while back, an associate of mine and I thought that getting into rescuing troubled hotel assets was the way to go. We convinced the partners of the firm to make the tactical move to creating a rapid response team that could – at a moment’s notice - take over a hotel that was in trouble, then right-side it, and quickly put it on the path to recovery.  

Well, we quickly learned that was easier said than done. All of these assets had been faltering for months, and some, for several years. And always, the hotel staff was traumatized, scared, angry and feeling helpless when we took over the property. You know, I thought we would be looked at as liberators riding in on the white horse. Instead, in most cases we took on the role of psychologist, bearing witness to a whole litany of operational nightmares including bad management, low pay, high turnover, overworked employees, a tsunami of guest complaints and debtor pilfering.  

2 – Laying the groundwork to achieve your vision

In fact, with these foreclosures and defaulted hotel assets we found there was a real palpable need for the entire team to process the loss they felt for the old property before they could free themselves up to be exceptional hoteliers again. I made sure we had frank and open discussions centered around the current need for change, and how we were going to accomplish it - the change. More importantly, how we were going to align those two issues with the new vision we had for the hotel.  

We needed to be clear – now more than ever – what the future looked like for the hotel (the vision), what our core values were going forward, and how the work would flow through the hotel in order to execute the strategies to achieve that vision. And we needed to find a way to do this on the bank’s short turnaround schedule. So it needed to be compelling enough to re-energize and motivate the employees.  

Having a compelling and coherent story up front helped lay the groundwork to achieve our vision every time..  

larry-fisher-hotel-consulting

About The Author

Larry Fisher is the founder of Pivotal One Consulting. When he's not serving his clients, he geeks out on card games, barbecuing, and challenging his friends to top his awesome karaoke skills. He calls Palm Springs, California home.

Services

We are unique in that we help you create an environment in your hotel organization that is structured around the needs of your "guests", making decisions based upon fact not opinion, and using simple tools to gather and analyze information that will allow all of your employees to meet and exceed "guest" expectatons. See for yourself what makes our services the best in the business. 

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Marketing Strategies & Sales Process

Stay on top of today's sales and marketing by developing cutting-edge marketing strategies, innovative ideas, and fine tuning your marketing and sales skills and processes.

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Executive Leadership

Let us help you become the kind of hotel executive that creates an environment where people are excited and committed to implementing the vision you've crystallized.

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Weekly Check-ins

Stay on track with regular check-in sessions, ideal for busy executives who just need more hours in the day.

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Group Facilitation

Does the whole team or department need training? Let us come to your hotel and lead targeted sessions for Leadership, Sales and Process Excellence.

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Leadership Process

Become a leader who knows who they are , where they are going and you will succeed. Today's leaders must do more than manage change. They must thrive on it! 

Process Excellence

Today, getting better at creating rooms product and services has never been more critical. Learn how to improve customer satisfaction through a strategy of process excellence.

business-goals

Stategic Planning

The best way to predict the future is to create it! Learn how to determine business opportunities and the resources that are required to convert opportunity into success.

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Sustainability

Customer Loyalty is a powerful competitive advantage. Customer Loyalty should be the outcome of every Customer ineraction, and creating unique points of connection for every Customer should be the goal.

Our Promise

At the very least, we believe a business coach or consultant should be able to cover their cost to you. And as such, we will endeavor to deliver enough incremental profitability to cover 100% of our fee giving you a 100% return on your investment and us helping you at little to no cost. So what's the harm in trying a new way to increase profits and improve market share?

Take Your Business To The Next Level.

Our services are designed to amplify your business’s operations, team, and culture to promote exponential levels of success, profits, and growth. Would NOW be a good time to align all of your systems with your vision in order to gain a competitive edge in the market? 

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