Editorial Board   Guest Author

Mr. Stroop

Vince Stroop

Principal, Stonehill & Taylor

Vince Stroop, Principal, brings over 18 years of experience to Stonehill Taylor, a hospitality-focused architecture and interior design firm based in New York City. For each project, the firm seeks out the essence of the location and the client's vision for a unique and inspired approach.

Mr. Stroop leads the design of recognized public and private spaces including hotels, libraries, luxury residences, wineries, and restaurants. Specializing in New York hospitality, Mr. Stroop's design solutions are informed by his international work in emerging destinations, including the United Arab Emirates, Saudi Arabia, Russia, Hong Kong and Macau. It is the constant opportunity to learn, grow, and interact with a variety of people in locations around the globe that fuel his work in design. Projects include work for prominent hospitality brands like Rosewood Hotels & Resorts, Intercontinental Hotels, Hyatt Hotels and Resorts, Marriott International, MGM Resorts International, Kerzner International Resorts, and Las Vegas Sands Corp. He is the designer of notable projects such as The Asbury and new fast-casual favorite eatery, Made Nice. In fact, his work extends beyond the art and science of architecture, covering elements such as urban planning, graphic identity, website design, and education, having served as studio instructor at the School of Architecture at Woodbury University.

Mr. Stroop champions transparency and imagination in his aesthetic. He has a holistic approach to design innovation. Mr. Stroop believes that design is a highly interactive process powered by diversity of ideas; the best projects are those that embrace a team approach to every challenge.

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

Mr. Stroop can be contacted at 212-226-8898 or email@stonehilltaylor.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.