Editorial Board   

Mr. Brown

Dan Brown

Partner, Sheppard Mullin Richter & Hampton LLP

Daniel Brown is a Partner in the Antitrust practice group and Hospitality group at Sheppard Mullin Richter & Hampton LLP. He is located in the firm's New York office. Mr. Brown regularly counsels clients in high stakes, complex, commercial litigations and arbitrations in the areas of contract, hospitality, antitrust, fraud, fiduciary duties, banking, employment, and discrimination. Mr. Brown has frequently appeared in federal and state courts in New York and in other jurisdictions pro hac vice, and has successfully argued cases before the Appellate Division, First Department, and Second Circuit Court of Appeals. He successfully argued an appeal before the Second Circuit Court of Appeals in Blue Tree Hotels Investment Canada) Ltd. v. Starwood Hotels & Resorts Worldwide, Inc., 369 F.3d 212 (2d Cir. 2004), which resulted in the dismissal of alleged antitrust violations against the defendants arising from purported violations of the Robinson-Patman Act. Mr. Brown was lead counsel for Plaintiffs in Hall v. New York Roadrunners Club, 99-Civ.-4122 (E.D.N.Y.), a lawsuit brought under the Americans With Disabilities Act in connection with the running of the New York City Marathon. The historic settlement of that lawsuit included equal treatment for wheelchair athletes in the largest spectator event in the world. Mr. Brown has made significant contributions to cases that have been reported in the New York Law Journal, New York Times, and Wall Street Journal. Mr. Brown has also appeared on CNN, NBC and Court TV. Mr. Brown has presented at hospitality and other Continuing Legal Education conferences. He was previously a partner in the law firm of Bickel & Brewer.

Mr. Brown can be contacted at 212-332-3879 or dlbrown@sheppardmullin.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.