Editorial Board   Guest Author

Mr. Mullen

Sean Mullen

Chief Sales & Marketing Officer , Noble House Hotels & Resorts

Sean Mullen, chief sales and marketing officer at Noble House Hotels & Resorts, offers a results-driven approach to marketing through 20 years of hospitality industry experience, ranging from sales and catering to marketing and management. His success in branding, positioning, consumer marketing, revenue growth and advertising effectiveness contribute to the growth and development of business and support corporate strategic initiatives. Appointed to the newly-created title of chief sales and marketing officer at Noble House in September 2011, Mr. Mullen oversees a nationwide sales team of more than 45 employees, working to provide targeted, strategic sales support and direction in all market segments. He also oversees strategic direction and implementation in sales, marketing, catering, conference services, reservations sales and national sales. Previously, Mr. Mullen acted as the Noble House Hotels & Resorts corporate director of sales and marketing from 2003 - 2007. Mr. Mullen began his career with Noble House in 2002 at LaPlaya Beach & Golf Resort in Naples, Fla., as the director of sales and marketing. In this role he developed strong marketing campaigns, repositioned the brand and completed a $54 million transformation. As a seasoned hotel industry executive, with experience in commercial luxury properties and international real estate, Mr. Mullen has incredible expertise in management takeovers, ownership changes, repositioning under performing assets, and expansion and development for high-profile companies such as Ritz-Carlton Hotels, Mandarin Oriental Hotel Group, Jack Nicklaus Golf Companies, Fairmont Hotels, Auberge Hotels and Capella Hotels. In addition, he is knowledgable in the opening of real estate developments, from hotels and resorts to clubs and golf courses. Mr. Mullen attended Lafayette College in Eason, Penn., and graduated with a bachelor of arts degree in economics/business with a minor in anthropology and sociology. He grew up in New Jersey and currently resides in Seattle, Wash., with his wife and four daughters. Mullen has won multiple industry and corporate awards including: • The Departures Magazine Luxury Marketing Achievement Award 2005 • HSMAI Adrian Awards - Gold, Silver and Bronze 2005 • Nominated as International Hotel and Restaurant Association and HOTELS “Young Hotelier & Restaurateur of the World Award” 1999

Mr. Mullen can be contacted at 425-827-8737 or smullen@noblehousehotels.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.