Parking: June 2010 - 60

So what’s their secret? Towne Park measures just about everything. “If you can measure it, you can manage it,” says Nichols. Properties are evaluated using several key critical indicators that are monitored based on benchmarks, he says. “The objective is to improve all aspects of our operations, from service delivery, to financial goals, to customer satisfaction, to employee turnover.”

they manage the revenue stream, and establish and develop relationships with the hotels. They are there every day. Our success is in our ability to support those people.” Part of what makes the company unique is its local infrastructure. When it enters a market, Towne Park focuses on developing a cluster of contracts to support one another. Having multiple contracts in a given market creates a seasoned, professional and hospitality trained labor force that allows the company to staff up for high volume functions. In addition, the company forms a district support team comprised of a district manager, human resources manager, talent recruiter and business planning and analysis representative. “They’re never left on their own or feel like they are left on their own,” says Nichols.

Culture of Continual Innovation
The culture of the company started with Jerry South, says Nichols, with his systemized process of finding great people and giving them a chance to grow. “The company has always been rapidly expanding. People want to be a part of that,” Nichols says. “Jerry has always had this vision that you can be more than you have ever thought about. We have a tight-knit culture built around taking care of people; we differentiate ourselves that way. Our people have a different look to them. With Jerry’s military background, he wanted our valets to have a sharp appearance.” Maintaining those precise processes and consistency across 300 locations is a challenge. Nichols was asked—with the company’s rapid expansion, how do you not lose that? “Our culture and our level of service is probably stronger than it was five years ago,” he says. “Our philosophy is all about delegating responsibility and authority to our account managers. They are successful if supported properly and understand how to capitalize on opportunity. They take it very personally. We spend a lot of time focusing on those people. “I spent most of my time trying to figure out how to build an organization of people who are supportive of big systems, hiring, financial management, etc., that allow them to do their jobs. Our account managers run their whole business—

Only the Very Best People
Nichols says the company’s ability to recruit top people is another key to success. They use an automated online application system developed by an occupational psychologist that screens applicants to determine whether they are service oriented, team oriented and safety oriented. “By the time they finish the application, we can tell if they are people who like to work with other people, if they will work safely, and if they will go out of their way to provide service to others,” says Nichols. “This way, we don’t waste time interviewing anyone who has not been prequalified and already determined to be a candidate.” “Where does Towne Park find all of these great people?” is a question expressed often by our clients and customers,” says Nichols. “Our philosophy is to hold out for only the very best people and then provide for them opportunities to grow and learn. Our selection process helps us to properly screen out those candidates that do not meet our profile.”

“As for the future, South has a game plan—one he is understandably keeping close to the vest.”
Jerry's dog and Top Valet "Parker."

National Parking Association Parking June 2010

Parking: June 2010

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