Editorial Board   Guest Author

Ms. Miller

Tammy S. Miller

President, Alternate Resources

Tammy Miller is a thirty year veteran of the Interior Design and Purchasing world. Ms. Miller founded Alternate Resources in 1991 to address a tremendous need in the Hospitality Industry and contract markets for high quality personalized end to end project management. Ms. Miller has built Alternate Resources with the concept that a good designer understands how to purchase, and a good purchasing agent clearly understands what the design intent is, while managing to budgets and deadlines. It is her expertise in both of these concentrations, which sets Alternate Resources apart. Ms. Miller helps create the vision of the owner, and then finds the means to achieve this vision, while exceeding the expectations of the guest, owner, management, and brand. By offering her skills to hotel owners and management firms, she fills a principal position on a project team which lends years of experience to any new build or renovation. Ms. Miller can help develop innovative and creative design, select and specify appropriate products, manage the procurement and financial process, communicate consistently with the project team and stay within budget requirements and deadlines. First and foremost, Ms. Miller is a business professional and understands clearly the need to make good design and financial decisions for the projected life of the refurbishment or new build. Successful projects include brand hotels such as Starwood, Hilton, IHG, Marriott, Wyndham, Choice, Independent and Boutique Hotels and Casinos. Prior to founding Alternate Resources, Ms. Miller was Senior Vice President of Branch Design at Shearson American Express where she was responsible for branch design on a national level, establishing national standards and negotiating national contracts for all products used in the branch offices including FF&E and OS&E. Ms. Miller holds a Bachelor of Science Degree in Marketing from the Robert H Smith School of Business at the University of Maryland, College Park. She is passionate about parenting, travel and photography.

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

Ms. Miller can be contacted at 914-713-1001 or tammy@alternateresources.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.