Today we speak with President of Portfolio Hotels and Resorts, Helmut Horn.
A German immigrant whose career would take him around the globe, Mr Horn began his hotel story in the late 1950s working through the ranks at landmark properties across the US. Upon attaining GM level, he would go on to implement many textbook “boutique” touches – before there really were such things. In 1987, he created the Coastal Hotel Group that operated some of the finest resorts and hotels in the world including Hotel Jerome, Highlands Inn, Salish Lodge and Spa, Stein Eriksen Lodge and Bitter End Yacht Club. Mr. Horn was also responsible for developing the concept for Hawthorn Suites during his tenure at Coastal Hotel Group.
An active environmentalist, Mr Horn also found time to compete as an Olympic swimmer and gain fame as a world-renowned photographer.
eHotelier: What inspired you to enter the industry?
Helmut Horn: My father’s unending passion for his guests demonstrated daily with the “heart of a servant”.
What advice would you offer to those entering the hotel industry today?
HH: Start at the very bottom – waiter, cook, front desk, housekeeping.
What keeps you motivated?
HH: Satisfied guests – and a “thank you”.
What are the most exciting developments currently happening in the hospitality industry?
HH: Technology designed for hotel hospitality.
How have guests’ changing expectations impacted the implementation of technology in your properties?
HH: Expectations for the latest – the best. The challenge to constantly upgrade.
What are the greatest challenges you face in your current position?
HH: Finding talent and developing inspiring leaders. Hotels never close their doors.
What qualities do you look for when you are hiring staff?
HH: Independent counter-clockwise thinkers with the ability to dream, the ability to listen more than talk, a passion for the guest they serve and the employees they work with.
How do you view the impact of sustainability issues on the industry?
HH: If implemented without compromise it has a return on investment of 24 months or less. Not investing in sustainability is a hidden expense that will catch up with hoteliers quickly. To avoid this, retrofits will result in huge costs down the line.
What sustainability issues require the most urgent attention when consideration is made for new developments?
HH: Contribute to urban density – rather than urban sprawl. Use as many local materials as possible – hopefully biodegradable and environmentally friendly.
Could you give us some examples of particularly good/forward thinking water or energy sustainability programs in the hospitality sector?
HH: Water saving program and fixtures – a system that shuts down all energy when guest leaves room (common everywhere else in the world, in the USA it is still hard to come by).
A plan and employee training program that manages a limited environmental footprint, understand the environment in which you operate… a hotel in San Francisco will require a different effort and set up than a hotel in Phoenix. We proved it years ago with the “Orchard Garden Hotel” in San Francisco – which became the first LEED certified hotel in San Francisco and only the second in the USA. Many others in our boutique collection followed and set new standards for the industry.
You are renowned for your photography – was this always your passion? How do you leverage your photography as part of your career as a hotelier?
HH: It is a passion, therapy and a treatment for “getting away from it all”. Although my work is published all over the world, I have never accepted an assignment or money for it.
