Editorial Board   Guest Author

Mr. Sullivan

Michael Sullivan

Shareholder, Greenberg Traurig

Michael Sullivan is the co-Managing Shareholder of the Orlando office of Greenberg Traurig and is the co-Chair of Greenberg Traurig’s Hotels, Resorts and Clubs Practice Group. Mr. Sullivan specializes in the representation of real estate developers, national hotel chains, lenders and owners in the purchase, development, finance, leasing, operation, management and licensing of hotels, condo-hotels, and resorts. He has extensive experience in the negotiation of both public and private hotel management contracts and has negotiated public/private ventures on behalf of hotel companies and owners with local governments and publicly owned convention centers. He has extensive experience in hotel insolvency proceedings including loan work-outs, foreclosures and bankruptcies. In addition, Mr. Sullivan’s practice includes development of complex mixed use real estate developments and the purchase, sale and financing of retirement communities, medical office buildings and senior living communities. Mr. Sullivan received his Juris Doctor degree, with Honors, from the University of Connecticut School of Law in 1984 and his Bachelor of Arts degree in 1980 from Yale University.

Mr. Sullivan can be contacted at 407-420-1000 or sullivanm@gtlaw.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.