Editorial Board   Guest Author

Mr. Maack

Rick Maack

Owner, Balance Spa Management

Rick Maack is the Business Development Partner and Owner of Maack Management and Balance Spa Management, a fully outsourced option for the spa, salon and fitness center of luxury hotels. Mr. Maack leases space from hotels and/or building owners providing a lease income stream and revenue share to hotel partners. Mr. Maack operates seamlessly with the hotel, using the hotel brand and look. All expenses of operation are borne by Maack Management and a revenue share option is included in most leases. The revenue share with the hotel assures that the spa and the hotel have like goals. Mr. Maack and his wife Kelly entered the spa and fitness business to capitalize on the combination of transforming human needs and the resulting emergence of the hybrid category within the wellness and spa industries. This category merges the synergistic elements of these industry segments with full-service hotels and large luxury residential communities in urban settings. Mr. Maack and his team have also completed several consulting projects for hotels groups and independent spas and wellness centers. These projects included, marketing plans, branding, spa concept development, spa and fitness center design, pre-opening project management, and needs and feasibility assessments. Maack Management and Balance have worked with InterContinental Hotel Group, Loews Hotels, Omni Hotels, The Windsor Court in New Orleans, Hilton Hotels, the Essex House in New York City and other independent hotel brands. Mr. Maack joined Balance 2003 as the Director of Business Development. He purchased the company with his wife Kelly in 2007 rebranding as Maack Management. Prior to this, he was Business Development Director for Concept Heaven, an Interactive Internet Marketing company located in Manhattan where he was responsible for major account sales and marketing in the salon, spa and beauty space. Clients included Aveda, Este Lauder and Kerastase brands. Earlier in his career, Mr. Maack worked as a CPA for PricewaterhouseCoopers and has completed several consulting projects in the Internet commerce space.

Mr. Maack can be contacted at 302-223-5942 or rick@maackmanagement.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.