Editorial Board   Guest Author

Mr. Richards

Kevin Richards

Chief Operating Officer, Legacy Ventures

Kevin Richards joined Legacy in 2011 to launch the firm's hotel management division. Mr. Richards oversees all managed hotel assets and is a central player in the company's hospitality development work.

Mr. Richards has over 30 years of experience in the hospitality industry, which began in earnest with hotel general manager roles early in his career with Winegardner & Hammons and Prime Hospitality.

Prior to joining Legacy, he served as vice president of Asset Management with Lodgian, Inc., an owner and operator of over 100 hotels in 34 states, where he contributed to capital planning and investment strategies, implementation of property improvement plans, brand conversions, and renovations for the Lodgian portfolio.

Founded in 1996, Legacy Ventures began as a real estate development company specializing in hotels, resorts and restaurants. Projects range in size from $10 million to $100 million and often involve complex financial structures or public-private collaborations.

Legacy Ventures has an in-house design and construction team that includes architects, interior designers, engineers, and general contractors. In 2012, Legacy Ventures formed its hospitality division to manage or asset manage hotels. Today it manages seven dynamic full-service properties representing 1,500+ guest rooms with annual revenues exceeding $85 million.

In addition, Legacy Venture's restaurant division created and operates six distinctive branded restaurants and leases an additional four. Legacy Ventures responds thoughtfully to the built environment as a cohesive team of planners, developers, hoteliers and restaurateurs. Legacy Ventures innovates with a multi-disciplined approach to create timeless places - delivering exceptional customer experiences through an engaged and passionate team, yielding measurably better results for partners and investors. Legacy Ventures' promise is: “Thoughtfully Enhancing The Built Environment.™

Mr. Richards is a graduate of West Virginia University with a Bachelor of Science degree from the School of Business and Economics.

Please visit http://www.lvmgt.com for more information.

Mr. Richards can be contacted at 404-801-3260 or krichards@lvmgt.com

Coming up in March 2019...

Human Resources: An Era of Transition

Traditionally, the human resource department administers five key areas within a hotel operation - compliance, compensation and benefits, organizational dynamics, selection and retention, and training and development. However, HR professionals are also presently involved in culture-building activities, as well as implementing new employee on-boarding practices and engagement initiatives. As a result, HR professionals have been elevated to senior leadership status, creating value and profit within their organization. Still, they continue to face some intractable issues, including a shrinking talent pool and the need to recruit top-notch employees who are empowered to provide outstanding customer service. In order to attract top-tier talent, one option is to take advantage of recruitment opportunities offered through colleges and universities, especially if they have a hospitality major. This pool of prospective employees is likely to be better educated and more enthusiastic than walk-in hires. Also, once hired, there could be additional training and development opportunities that stem from an association with a college or university. Continuing education courses, business conferences, seminars and online instruction - all can be a valuable source of employee development opportunities. In addition to meeting recruitment demands in the present, HR professionals must also be forward-thinking, anticipating the skills that will be needed in the future to meet guest expectations. One such skill that is becoming increasingly valued is “resilience”, the ability to “go with the flow” and not become overwhelmed by the disruptive influences  of change and reinvention. In an era of transition—new technologies, expanding markets, consolidation of brands and businesses, and modifications in people's values and lifestyles - the capacity to remain flexible, nimble and resilient is a valuable skill to possess. The March Hotel Business Review will examine some of the strategies that HR professionals are employing to ensure that their hotel operations continue to thrive.