Editorial Board   Guest Author

Mr. Sentman

Shannon Sentman

Chief Executive Officer & Founder, SOL VISTA

Shannon Sentman, Esq., MSRE, LEED AP®, is a recovering big-firm attorney, wanna-be programmer, and the Co-founder and CEO of SOL VISTA. Since co-founding SOL VISTA in 2010, his leadership has established the company as the hotel energy experts, positioning its Skywalk™ platform as the best utility cost and building efficiency management tool available to the hotel sector. Skywalk now serves over two hundred subscribed hotels located throughout the U.S. In addition to his work with SOL VISTA, Mr. Sentman is a frequent lecturer at Johns Hopkins, Georgetown and other universities, a former adjunct professor at University of Maryland, and an oft published author. His publications include the U.S. Green Building Council’s “Green Office Guide” and the American Bar Association’s “Green Building and Sustainable Development: A Practical Legal Guide.” Before co-founding SOL VISTA, Mr. Sentman practiced as an attorney, federal lobbyist, and strategic consultant with the international law firm Holland & Knight. While there he built a unique, cross-disciplinary practice counseling clients, such as Forest City, McKinsey & Company, PricewaterhouseCoopers, USGBC, Goldman Sachs, Rohm and Haas, and Fortune Brands, on environmental sustainability-related and real estate matters. In addition to his law degree, Mr. Sentman earned a M.S. in Real Estate from Johns Hopkins Carey Business School and was one of the first attorneys to earn the designation of LEED AP® from the U.S. Green Building Council. In his personal life, Mr. Sentman left behind life on a sailboat to raise young boy/girl twins while trying to find time to run a few days each week.

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

Mr. Sentman can be contacted at 410-456-8044 or ssentman@solvista.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.