Editorial Board   Guest Author

Mr. Goldberg

Leon Goldberg

Complex Director of Sales and Marketing, Sheraton New York Times Square and New York Marriott Marquis

Leon Goldberg was promoted to Complex Director of Sales and Marketing for both the Sheraton New York Times Square Hotel and the New York Marriott Marquis in April 2017. Mr. Goldberg brings more than 25 years of hotel industry experience to the Sheraton New York Times Square, the third-largest hotel in New York City. He has been the Director of Sales and Marketing at the New York Marriott Marquis for 10 years. In his new role, Mr. Goldberg will develop, implement and lead sales and marketing strategy for both the New York Marriott Marquis and the Sheraton New York Times Square hotels. Mr. Goldberg's extensive hospitality career started on the west coast as the Sales Manager at the Westin St. Francis Hotel in San Francisco, before becoming the Director of Convention Sales at the Los Angeles Convention & Visitors Bureau. He then moved to the east coast to the Waldorf Astoria hotel, where he started out on the sales team and later was promoted to Director of Sales for Groups and Conventions. His experience also includes serving as Director of Sales & Marketing for the (former) Rihga Royal, a JW Marriott Hotel and luxury all-suite property in New York City, as well as Director of Sales & Marketing at the San Francisco Marriott. During his 25-year career in hospitality, Mr. Goldberg has received accolades including Sales and Marketing Leader of the Year for Marriott International, Sales Team of the Year, Presidents Circle Awardee (multiple times) and HSMAI New York Chapter Hotel Marketer of the Year (2013). Mr. Goldberg received a Bachelor of Science degree in Hotel, Restaurant & Travel Management from the University of Massachusetts in Amherst, Massachusetts. He attended the School of Business at McGill University in Montréal, Canada, and the Hotelconsult, in Brig, Switzerland. Mr. Goldberg was born in South Africa and speaks Dutch, Spanish and French. He lives in Westchester County with his wife and two daughters.

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

Mr. Goldberg can be contacted at 212-581-1000 or leon.goldberg@marriott.com

Coming up in May 2019...

Eco-Friendly Practices: Corporate Social Responsibility

The hotel industry has undertaken a long-term effort to build more responsible and socially conscious businesses. What began with small efforts to reduce waste - such as paperless checkouts and refillable soap dispensers - has evolved into an international movement toward implementing sustainable development practices. In addition to establishing themselves as good corporate citizens, adopting eco-friendly practices is sound business for hotels. According to a recent report from Deloitte, 95% of business travelers believe the hotel industry should be undertaking “green” initiatives, and Millennials are twice as likely to support brands with strong management of environmental and social issues. Given these conclusions, hotels are continuing to innovate in the areas of environmental sustainability. For example, one leading hotel chain has designed special elevators that collect kinetic energy from the moving lift and in the process, they have reduced their energy consumption by 50%  over conventional elevators. Also, they installed an advanced air conditioning system which employs a magnetic mechanical system that makes them more energy efficient. Other hotels are installing Intelligent Building Systems which monitor and control temperatures in rooms, common areas and swimming pools, as well as ventilation and cold water systems. Some hotels are installing Electric Vehicle charging stations, planting rooftop gardens, implementing stringent recycling programs, and insisting on the use of biodegradable materials. Another trend is the creation of Green Teams within a hotel's operation that are tasked to implement earth-friendly practices and manage budgets for green projects. Some hotels have even gone so far as to curtail or eliminate room service, believing that keeping the kitchen open 24/7 isn't terribly sustainable. The May issue of the Hotel Business Review will document what some hotels are doing to integrate sustainable practices into their operations and how they are benefiting from them.