Editorial Board   Guest Author

Mr. Berwald

Patrick Berwald

Vice President of F&B, Benchmark Global Hospitality

Patrick Berwald, Vice President of F&B for Benchmark Global Hospitality, currently oversees all aspects of food and beverage strategy and direction for 80 diverse international properties.

With over 20 years of food and beverage experience, Mr. Berwald has held key roles with leading hotels and brands among a number of  diverse operating models.  Mr. Berwald received formal culinary training at the world-renowned, Le Cordon Bleu in Paris, France.  He then attained his BS in Hospitality Administration from the University of Nevada, Las Vegas.  Since then, Mr. Berwald has furthered his education with Cornell University's School of Hotel Administration focusing on Hospitality Finance and Marketing.  While in Las Vegas, Mr. Berwald opened the Paris Hotel & Casino as well as worked with MGM Resorts International and Caesar's Entertainment.  Mr. Berwald then went on to collaborate with such brands as Thompson, Hilton and InterContinental to include the iconic Hollywood Roosevelt and InterContinental North American flagship  as well as  the historic Willard in Washington, DC.  Recently Mr. Berwald held the role of Corporate Director of Food and Beverage for the New York based luxury brand, Loews Hotels.  Mr. Berwald was responsible for overall strategy, financial performance, operating efficiencies, capital projects and concept development. 

Mr. Berwald maintains credentials with the American Hotel & Restaurant Association (CFBE) and the National Restaurant Association (FMP).  In addition, he is an active member of the F&B committee of the American Hotel and Lodging Association. 


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

Mr. Berwald can be contacted at 281-364-3204 or pberwald@benchmarkglobal.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.