Editorial Board   Guest Author

Mr. Stormont

Jim Stormont

President, Stormont Hospitality Group, LLC

Jim Stormont co-founded Stormont Hospitality Group, LLC in 2001 after the sale of Stormont Trice Corporation, a full service hotel management firm in which Mr. Stormont was a principal and the Chief Financial Officer. In 2012 Mr. Stormont re-launched Stormont Hospitality Group as a hotel developer, financial advisor, and asset manager in addition to his ongoing partnership at Grove Street Partners, a real estate firm where Mr. Stormont lead the hotel development and finance practice until 2015 when he resigned from Grove Street to focus solely on Stormont Hospitality. Mr. Stormont’s 30 year career in hotel development and finance began at Marriott International and has included positions as CFO of Stormont Trice Corporation., Executive Vice President of Noble Investment Group LLC, Partner at Grove Street Partners, LLC and President at Stormont Hospitality Group, LLC. Throughout his hotel career, Mr. Stormont has gained invaluable experience in all aspects of the development, operation and ownership of hotels, conference centers and resorts. He has played an instrumental lead role in the successful structuring, financing and development of hotels, conference centers and resort properties totaling more than $1 billion. A majority of these hospitality projects have involved structuring economically challenging and complex public/private partnerships requiring extensive legal and financial negotiations with multiple parties. Mr. Stormont has gained a national reputation for public/private hotel development expertise. An Atlanta, Georgia resident, Mr. Stormont and his wife of over 33 years, Beth, have three children, Sarah, Mac and Andy, ages 28, 25, and 23. Sarah attends graduate school in Austin TX, Mac is a consultant with Deloitte in Boston, MA, and Andy is a Financial Analyst in Atlanta, GA. Mr. Stormont is a graduate of Middlebury College (B.A. in Economics) and Cornell University’s Johnson Graduate School of Management (M.B.A. in Finance) and is involved in numerous community activities. Mr. Stormont is a Member at the Rotary Club of Atlanta, a Member of the Livable Communities Council of the Urban Land Institute, the past President of his Homeowner’s Association, and a former Board Member (Finance Committee Chairman) at Atlanta Country Club where he plays to a scratch handicap. He is a recent golf Club Champion and has qualified and played in both the US Senior Open and the US Senior Amateur golf tournaments.

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

Mr. Stormont can be contacted at 770-818-4198 or jstormont@stormonthospitality.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.