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the hotelier
Bob Jameson Summer 2008
Bob Jameson is the general manager of the Renaissance Worthington Hotel in downtown Fort Worth, Texas.
MPG Bob: I graduated from the University of San Francisco in 1977 with a degree in history and I needed a job. My older brother had a friendship with the director of marketing, Bill Scott, at the Newport Beach Marriott. Bill put me touch with the GM of the property (at the time, the only Marriott in the Bay Area). I got a job driving a tram taking customers to the nearby amusement park and ultimately ended up with a combination of part-time jobs - bell stand, PBX operator and desk clerk. In 1979, I transferred within Marriott to the Rancho Mirage and from 1983-85 was director of housekeeping and then resident manager at Camelback Inn in Scottsdale, Arizona - Bill Marriott Sr.’s favorite property. They had a home there and would winter in Scottsdale. For me, one of the special experiences of working at Camelback was having the opportunity to spend some time with the Marriotts. They were as gracious a couple as you would ever want to know.
Do you have a favorite Bill Marriott, Sr. story? Mr. & Mrs. Marriott were traveling to a hotel opening and I drove them to the airport. The guest rooms at Camelback Inn were being renovated for the first time in many years. Mrs. Marriott was actively involved in interior design decisions for their hotels when they started and they wanted to see the new interior designs for Camelback. Neither were at all pleased with the new color schemes that were more reflective of the Arizona desert but not at all consistent with how they felt a Marriott should look. As I’m driving them to the airport, he was talking on one of those big, clunky car phones chewing on his son, Bill, Jr. about the Camelback’s new décor. The decisions had already been made, but, even though he was retired from the company, they were both still interested in what was going on. Early Marriott hotels featured reds and golds. Were those Mrs. Marriott’s influence? Yes, she set that tone. What make the Renaissance hotel brand unique? Within the Renaissance brand is a great collection of hotels that are very singular in terms of their feel and atmosphere. The original Marriott concept was to provide a consistent feel so guests would always know what to expect. As the customers’ tastes have evolved, there is a segment of the traveling public looking for something a bit more experiential, something novel or new. The Renaissance brand provides that alternative for someone looking for a full-service experience. Renaissance hotels have an independent feel, a bit of a boutique experience, and they also reflect the hotel’s locality. The best compliment someone can give me when they arrive at the Renaissance Worthington and they are commenting on the building and the décor is that they felt like they are in Fort Worth. What’s on the horizon for the Renaissance Worthington? We have recently finished a very popular renovation of all of our meeting space, especially in the way it greets our conference customers. We are going to be enlarging our athletic facility, renovating our lobby, and relocating the bar into the lobby. When guests arrive, we want them to sense an energy that comes from people moving about and interacting. What is the greatest challenge facing the hospitality industry? I think it’s finding the right people to provide the services that we do. I have staff members from four different generations. It’s a challenge to provide the right work environment for people that have common needs and some that have very different needs. Finding the right people and getting creative about where you find people to work will always be a challenge. How are the higher energy prices affecting your business? We have seen some impact but this part of Texas has been the beneficiary of the Barnett Shale natural gas deposit located under Tarrant County. While the U.S. economy as a whole is struggling, we have some “found business” from this new market segment. We have also seen food cost increases and have had to look at our menu pricing and offerings to maintain a favorable price point. We have seen some business soften. If you go back to the 18 months that followed September 11, 2001, we were in a recession and stayed that way for a period of time. That was caused by businesses retrenching. We felt it but we didn’t feel the individual consumer retrenching much. Since many of our visitors come from within Texas, we tend to be more of a driving destination. Our Friday and Saturday nights stayed strong during that period. Now are feeling it to a greater degree because our Friday and Saturday nights have softened. People who live within a 100-mile radius who drive to Fort Worth for the weekend and visit Sundance Square are giving their trip a second thought. Any advice for people considering a career in the meetings or hospitality industry? For somebody that wants to enter this business and grow in it, I suggest patience. Be ambitious, but at the same time look for ways to give yourself a broad base of experiences. A key component is understanding the sales and revenue generation process and how to adapt your sales efforts. A hotel contains lots of moving parts. The better you understand the different components of a hotel, the more successful you’ll be. Any closing thoughts? I’m quite certain that a large segment of MPG*’s readership have been customers of the Worthington at some point since we’ve been here for 27 years and have a rich history in the heart of Fort Worth. We are just grateful for their support. Fort Worth is a great community and it has been a wonderful home for my family. I have nothing but gratitude for the people who have supported us and helped us do what we do so well. |
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: What led you into the hospitality industry?