Luxury Hotelier - February 2008 - (Page 16)

16| Personalities Taking the reins lash back: February 2001. During The RitzCarlton Hotel Company’s annual general managers’ conference in Jamaica, company founding president Horst Schulze gave a rousing address to the company he had led for 18 years. However, the speech was a swan song because Marriott International had purchased the brand and announced that Simon F. Cooper was replacing Mr. Schulze as its leader. Replacing an industry icon isn’t easy, but Mr. Cooper took major strides later that day in establishing himself as Ritz-Carlton’s new president. “Horst was very personal [in his delivery of his address],” says Kevin Rehmann, Ritz-Carlton’s executive vice president of operations, who joined the company 30 days after Mr. Cooper started. “Later, Simon Cooper got up. It was very powerful. He started putting symbols of what Ritz-Carlton had F stood for on top of the lectern and said, ‘This will not change, this will not change.’” The items included a bath towel, a pyramid that symbolizes the brand’s philosophy and standards, and one of Ritz-Carlton’s signature cobalt blue glasses designed to match the blue Czechoslovakian crystal chandeliers in the original dining room in The RitzCarlton, Boston. “It was really a strong performance,” Mr. Rehmann says. “It was humility. He understands how sensitive this brand can be both internally and externally.” Mr. Cooper reflects on another moment that epitomizes the change of leadership. “[Horst Schulze] left in his car with employees lining both sides of the street,” Mr. Cooper says. “I walked into an empty office. “First, nothing was broken. You walk into an incredible brand with an incredible reputation, absolutely outstanding ladies and gentlemen, beginning to start to use the Marriott balance sheet to sponsor some of the growth. Nothing needed changing, and I made that pretty clear. Second was to make clear, I’m no Horst. I think one of the more interesting challenges one has [is that] every great brand is started by an iconic individual. A legendary individual. It’s hard to think of a brand that didn’t have a legendary leader. They had to be out front; they were the salesperson. They were selling their concept, their ideals. There’s no doubt Horst was a very effective leader in that sense. “One of my goals coming in and still today is to depersonalize the brand. So it’s not about the leader, it’s about the brand. The brand takes on the personality; the brand is the personality. It’s easier to say than to do because you still have to lead. We are a global brand, incredibly well recognized. You have to execute that leadership role with external and internal customers. I love doing it; on the other hand, I don’t want to take on the mantle that there’s a second legendary leader to the brand.” The company did experience some changes in leadership as it moved its offices from Atlanta to Chevy Chase, Maryland. Mr. Cooper says the solid core of executives has helped stabilize Ritz-Carlton’s standing in the development community. He also says he hopes there is always a little chaos. His comfort level began stabilizing about five years into his reign. The biggest moment came when he approved the decision to change Ritz-Carlton’s employee credo and its scripted service platform. Mr. Cooper began his career in Canada in the early 1970s and joined the Chateau Champlain Montreal as the city prepared for the 1976 Olympics. “I was fortunate that there was some turnover in the hotel and I had some opportunities. My favorite position was director of personnel,” he says. To this day, he marvels at the type of staff it takes to operate a luxury hotel. “The back of a hotel is a stunning place to work,” he says. “Any Ritz-Carlton hotel you go into, there is a minimum of 20 or 30 nationalities. The more you get to know the different nationalities and the people, it’s a great place. If you have the right leaders and do it effectively, you can make some great careers and livelihoods. That’s a lot of fun and very rewarding.“ Originally slated to join the sailing legacy of his family, the British-born Mr. Cooper, nixed that idea, but still enjoys being on the open sea. He also enjoys golf. His favorite course? St. Andrews in Scotland. Mr. Cooper played rugby until he was 45, and still plays soccer for the corporate team. “We played five matches, and I was hobbling for a week,” Mr. Cooper says. “I’ve had both knees replaced, so rugby’s out, I’m afraid.” Horst Schulze left in his car with employees lining both sides of the street. I walked into an empty office. Luxury Hotelier | February 2008 | www.LuxuryHotelier.com http://www.LuxuryHotelier.com

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Luxury Hotelier - February 2008 Editor's Letter Publisher's Letter Inform Network Forever Young Evolution for Jumeirah Insight Diamond in the Rough Amenities Televisions Art in Residence Yield Management Development Wine Lists Marketing to Locals Update Advertisers Index Editorial Index Source Listing Dossier

Luxury Hotelier - February 2008

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