Editorial Board   Guest Author

Mr. Maggio

Anthony Maggio

Co-Founder & Head of Product, CheckMate

Anthony Maggio has spent most of his career finding ways to improve customer experiences. As frequent business travelers, Maggio and his CheckMate co-founders, Drew Patterson and Brian McManus, observed that the hospitality industry lagged behind others in the travel sector, particularly car rentals and airlines, when it came to early adoption of mobile technology. Together they set out to bring innovative, mobile, customer experiences to the hotel industry. 
Mr. Maggio is responsible for product management and customer success. Prior to co-founding CheckMate, Maggio started a new form of travel agency for Jetsetter, using the insight of experienced travel writers to develop and organize custom trips for the site's members. As the strategic projects leader at Jetsetter, he expanded the company into media sales and lead generation for high-end travel providers. Early in his career, Mr. Maggio was a business technology analyst at Deloitte Consulting where he spent 80 percent of his time living out of hotel rooms and gaining important insight into their operations. Mr. Maggio is a University of Pennsylvania alumnus, with a degree in Political Science.

Please visit www.checkmate.io for more information.

Mr. Maggio can be contacted at 888-997-2432 ext 504 or anthony@checkmate.io

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.