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A Management Company CEO Shares his Definitions of "True Hospitality"

publication date: Dec 7, 2011
author/source: Patrick Sullivan
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True Hospitality

With a president who literally grew up in the hotel business, it’s safe to say that Paramount Hospitality is not your average hospitality management company. Paramount currently manages two properties in Orlando, Florida: the Floridays Resort, which enjoys a number-one rating on TripAdvisor.com, and The Point Resort, both condo-hotel properties. But company president Marco Manzie wants clients and potential clients to know that Paramount is more than just a two-property, 200-employee, central Florida operation. “We are a company that is made up of hotel veterans with a strong infrastructure, strong ethics and strong financial achievements,” he said. “The executive team is positioned for expansion.”

Manzie says that the time is now ripe for the company to grow because its current properties have become very successful. In the past, Paramount has been reluctant to expand, opting instead to dedicate 100 percent of its efforts to growing the properties it already managed. “It isn’t about the volume of properties for Paramount,” said Manzie. “It’s about quality and success.”

Manzie’s managerial watchwords are “inspect what you expect,” meaning it isn’t enough just to want something from your employees; you need a hands-on approach to motivating those who work for you. “I have a strong passion, and I drive that in my employees,” Manzie says, adding that his employees do not do anything he wouldn’t do himself, and he expects the same from his managers. “It’s the culture at Paramount,” he said.

Not only is there nothing Manzie wouldn’t do; there’s really nothing he hasn’t done when it comes to the hotel business. He went to work in the business at the age of 17 and has never left. By his own admission, he can do anything from making a bed to plunging a toilet to running multiple hotels. Working his way up, says Manzie, has given him a “good overall grounding operationally.” He adds, “I know what it takes to get the job done from anybody’s perspective. I think that’s a leg up.” Manzie has also worked for most of the major hotel brands, or “flags,” including Hilton, Sheraton, Park Hyatt and Holiday Inn. With such a wide breadth of experience, Manzie was able to cherry-pick the best practices of each flag while avoiding what he saw as mistakes. “It gave me good overall knowledge,” he said.

Ultimately, it is the customer service and the executive team’s attitude that sets Paramount apart from its competition. In many other companies, after the initial meeting with the president or CEO, a client is passed off to an underling—not so with Paramount. “I don’t want to get to a point where I can’t be involved in the success in each and every one of my properties,” said Manzie.

For more information please visit: www.paramounthospitality.com


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