Editorial Board   Guest Author

Ms. Crowley

Lori Crowley

Corporate Director of Food & Beverage, Prism Hotels & Resorts

Lori Crowley began her hospitality career as a Food and Beverage manager in Atlantic City when the city became a gambling and tourist destination.  She worked at the historic Claridge Hotel, Harrah's Marina and opened Trump Taj Mahal before joining Hyatt Hotels and Resorts in 1990.

Over two decades, opportunities to travel and manage upscale properties and resorts across the country, including Hawaii, made Ms. Crowley a valued Food and Beverage executive within the company. She was selected to be the Corporate Director of Food and Beverage for 120 Hyatt Hotels and Resorts and played a primary role in the planning and execution of Food and Beverage operations for new hotel openings and takeovers.    Ms. Crowley relocated to Los Angeles in 2005 to complete the takeover and renovation of the Hyatt Regency Century Plaza as the Executive Assistant Manager and Director of Food and Beverage.  This role included senior leadership responsibilities for multiple Southern California Hotels.

Ms. Crowley's extensive experience brings fresh perspective and creativity to new restaurant concepts while keeping them market appropriate. She has demonstrated a commitment to bring locally sourced food, environmentally safe practices and supporting the community to her workplace.

A native of New Jersey, Ms. Crowley graduated Rider University with a degree in Business Administration and has completed several post graduate courses in her career. She is a curious and accomplished traveler who enjoys the outdoors, food, fashion, photography and wine. Ms. Crowley currently lives in Dallas, Texas.


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

Ms. Crowley can be contacted at 214-987-9300 or lori.crowley@prismhotels.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.