Leave something behind. Ensure that the capacity and confidence to make decisions and respond to change are in place. This is an important sustainability indicator. Build institutional capacity to train and develop skills and devolve management to those—be they communities, nongovernmental organizations, governments, or others—who will be ultimately responsible. Tell the story. Communicate messages in an interesting and visual way. If efforts are to have an impact well beyond their area of immediate operations, then they must be able to capture the attention of those who do not have a direct or technical interest in the activities being undertaken.
Use information and knowledge to influence others. Although the natural sciences are critical to better understanding how and why ecosystems function, addressing many of the root causes of biodiversity loss requires skill sets and experience—such as negotiation, facilitation, sociology, anthropology, public policy, human rights, food security, and so on—that are different from those traditionally associated with conservation organizations. Practitioners must either add such skills to their repertoire or look to form partnerships with others who have such experience.
Hopefully, change is in the air. I lived in Kenya from to and have returned for frequent visits since then. I have watched conservation being transformed both conceptually and operationally, plus lots of ways in between. Much of the transformation, indeed, has stemmed from his visionary insights. What we have now is conservation allied to development, justice, and human welfare writ large. Result: a war of attrition. Talk of cooperation between the two sides was viewed as treasonous parleying with the enemy.
Park staff persons were trained as military personnel, their prime form of communicating with local people being a rifle. The eventual winner in conservation efforts has to be local communities. In , a drought hit Tsavo National Park in Kenya. Large numbers of elephants died. Starving people were obliged to look over the park boundary and see thousands of elephant carcasses left to bloated hyenas and vultures. They were not permitted a single chunk of elephant meat on the grounds that any sort of wildlife use would betray the purist policies underpinning the park. The aggrieved local people became opposed to all the park stood for and did nothing to help counter the subsequent grand-scale poaching of elephants though they did not kill many themselves.
These people have told me over the years that they want to see an end to the park, and they have periodically succeeded in having portions excised. As elsewhere, the role of local people is pivotal: They are in a position to make or break a park. Much of the problem stems from the traditional concept of a park with static boundaries. It is another thing to have the boundary recognized by migrating herbivores, birds, locusts, diseases, rivers, rainfall regimes, and wildfires, let alone pasture-short pastoralists and poachers.
What is required, as Western graphically demonstrates time and again, is a more flexible arrangement for ecosystem conservation within a regional land use plan. What is certainly not required is the response of fencing off the parks in Leakeyesque style—a denial of basic ecology and socioeconomics. The fluid and perpetually adaptive approach will become all the more imperative as global warming starts to bite.
In an even longer-term perspective, there is need for conservation to safeguard the scope for evolution. A park protects the present pattern of species, which is altogether different from the future process of evolution, extending over millions of years and requiring much larger tracts of wild lands than the most expansive network of traditional parks. He proposes that in 50 years time, we may have no more parks, for one of two reasons. Either parks will be overtaken by outside pressures from, for example, land-hungry farmers and global warming, or we shall have learned to manage all our landscapes in a such rational fashion that we automatically make provision for wildlife and all other conservation needs.
The time is coming when we can save biodiversity only by saving the biosphere. His splendid example of the work in Africa, especially that of the Kenya Wildlife Service and the development of the Amboseli reserve and its extensions, illustrates the need for the combination of current ideas about conservation biology with the traditions of the local peoples.
Of great concern to many of us recently embarked on attempted syntheses of science, policy, and management is the relative lack of communication among the several generators of such syntheses, despite declared good intentions to do so. The question of how to achieve that communication remains. All are relatively local and appropriately deal with the specific situation at hand. The rapid advance of the science is a problem: Western correctly notes that the recent shift in scientific paradigm to a more holistic and dynamic perspective, although welcome and essential, requires constant adaptation to new knowledge by people who are not familiar with the details of the science, so application is often far behind intent.
Western identifies several factors that are necessary to a general process. Western is an example of an individual who has masterfully accepted the leadership role, and his success is laudable. Individual effort, with intellectual and pragmatic commitment, remains the key to driving change. Individual effort, however, is subject to the vagaries of government and other support and to the kind of application that any individual can sustain.
As Western comments, the involvement of a great range of institutions is necessary. But many gatherings of principals have formulated useful approaches on paper, with little or no application. These programs flounder without such support, and their efforts remain little known and of limited effect. They would foster leadership, communication, and coordination, and the effort to integrate conservation and sustainability would come closer to fruition—helping us to stop recreating the wheel, thus losing critical time. Steven M. Kosiak raises many key points that are frequently overlooked or glossed over by commentators on the major current U.
For example, he recognizes that in most cases the capabilities of an aircraft have relatively little to do with when its airframe was originally designed. Although F advocates tend to imply that having been conceived in the s makes the F and F virtual antiques, current versions of these aircraft with modern engines, avionics, and weapons are extremely capable indeed.
In fact, the recent decision to export a new variant of the FC to the United Arab Emirates has caused concern in some quarters at the prospect of the UAE possessing a fighter more capable than any in the U. Air Force consider buying the relatively affordable plane itself, lest this reduce support for the F or Joint Strike Fighter. Then why buy the F at all? The Air Force has been surprisingly ineffective in communicating the answer in its efforts to win funding for the plane, although it has tried up to a point: U.
The Raptor has other powerful selling points. It does have utility for strike missions, unlike the single-role FC, which had nothing to contribute to the Gulf War once the Iraqi air force had been swept from the skies and was irrelevant over Kosovo. Moreover, its speed, range, and data fusion capabilities mean that a wing of Fs will be able to do the air superiority work of a much larger, and ultimately more expensive, force of Fs.
Neither vapid and contrived sloganeering about air dominance nor facile assumptions that U. I was impressed with Steven M. He is probably right in saying that current programs will cost more than planned, resulting in revised production schedules. That is particularly true of the Joint Strike Fighter JSF , which is by far the biggest and most complex of the three programs not to mention the least advanced, in terms of its developmental state.
However, the answer is not to cut back all three programs and continue producing the year-old F The cheapest, most prudent course of action would be to complete their purchase as planned during the current decade while delaying production of the less popular JSF for at least five years as Kosiak recommends. There are three reasons for sticking with the two smaller programs. Second, the post-production cost of operating the two planes is significantly less than that of their predecessors, saving money over the long run most of the life-cycle cost of fighters is incurred after they are manufactured.
Third, the kinds of cutbacks envisioned by Kosiak would cripple what is left of the domestic combat aircraft industry. As the United States enters the 21st century, its air power reigns supreme in fighter aerial combat, precision strike capability, worldwide rapid transit of forces and supplies, and protection for U. However, the world is not static, so our plans must recognize then leverage our strengths to ensure the best return on our limited investments.
Opponents and potential enemies adjust. Today, at least six foreign aircraft threaten to surpass the performance of the s-designed F and F fighters. These foreign aircraft are being marketed aggressively around the world to our allies and potential adversaries. Even a small number of these advanced fighters in a theater of operations would significantly threaten our existing forces and jeopardize mission success. An even greater threat is the increase in the number of advanced surface-to-air-missiles.
Cost-benefit analyses, tradeoffs with current readiness, projections of future sustainability, and procurement costs have and continue to be considered in great detail and are fundamental to our program management. To be balanced, would it not be fair to consider options that increase capability?
The fighter forces that have proven to be one of the most flexible and effective tools in our arsenal best represent our progressive solutions. Should we not take advantage of this strength? Should we arbitrarily constrain ourselves when the revolutionary integrated designs of stealth, advanced propulsion, flight controls, structures, and avionics technologies in the F and JSF affordably provide us untouchable capabilities? Luther J. Carter and Thomas H. I support the latter proposal as an intermediate measure prior to geological disposal of unreprocessed spent fuel from nuclear reactors, including those burning mixed oxide fuel, or of vitrified logs containing plutonium.
In addition, blending of highly enriched uranium to low enriched uranium for use as commercial fuel should be pursued. Progress along each of these lines is inexcusably slow and deserves much higher priority and leadership on the part of the United States. The article identifies the adoption by the U. It should be recognized that that standard in itself does not guarantee adequate protection of weapons usable materials; it must be complemented by safeguards or other institutional barriers to meet an adequate overall standard of proliferation resistance.
Carter and Pigford quote the doubts expressed in that report about whether the current can-in-canister approach adopted by DOE for immobilizing these materials meets the Spent Fuel Standard. Moreover, there are problems regarding the total inventory and the availability of sufficient quantities of highly radioactive fission products required for incorporation into the canisters. There is now general consensus that the once-through light water reactor fuel cycle is not only the most proliferation-resistant approach to civilian nuclear power but is also the most economical.
Although recycling indeed can recover more of the energy content of uranium, this is irrelevant as long as it remains uneconomical. How long this situation will persist is difficult to predict in view of uncertainties about the future demand for nuclear power and the possibility of extensions of an inexpensive uranium supply, such as recovery from seawater. Because recycling demonstrably increases the proliferation risk, the U.
In fact, recycling operations abroad are falling out of favor and attention is being rightfully focused on the management and disposition of the recycled plutonium stocks. Although I support the U. Proliferation resistance is a relative matter, and all nuclear fuel cycles have to be complemented by appropriate institutional safeguards. The approaches proposed by Carter and Pigford are instrumental in reducing the need for such safeguards.
Pigford promote three goals, each of which currently has a different degree of acceptance in the nuclear community 1 Removal of all excess nuclear weapon materials. This substantially reduces proliferation risks, an effort that is universally supported. This is supported by organizations and individuals who are convinced that reprocessing increases proliferation risks and opposed by nations and individuals who are reluctant to discard a valuable energy source.
This is generally recognized as a desirable option, but various groups questions its near-term feasibility. Among the examples for the creation of a global network of storage and disposal centers suggested by the authors is the Pangea concept for deep geologic repositories. As people directly involved in Pangea, we would like to add some comments intended to update the information in the article and to foster wider discussion on the complex topic of international or regional storage and disposal. Pangea Resources International is now headquartered in Switzerland, with its first regional office in Australia.
Although the initial full feasibility studies were begun and continue in Australia, other regions of the world also are being considered. We are confident that more than one international repository will be considered. Safeguards today function well where properly implemented, but we, like the authors, gaze into a future of continually increasing amounts of excess nuclear materials from dismantling nuclear weapons or civil nuclear industry activities.
A global system of a few large facilities in isolated areas for storage and disposal of fissile materials under multinational scrutiny should be preferable to many small facilities, often located in less-than-ideal areas. The selection of host countries, sites, and operating procedures for the facilities can be optimized for safeguards. The host country must present solid nonproliferation credentials; it must also be willing to accept stringent continuing oversight by the international community to enhance confidence.
The site can be chosen at a remote, easily monitored location that would facilitate detection of diversion attempts. The design, construction, and operation of the facilities can be done with advice from safeguards experts to optimize the nonproliferation and security aspects. James S. Jim is internationally recognized as a pioneer in the coaching profession.
Jim has trained thousands of coaches internationally since as a Senior Member of the faculty at Coach Inc. Prior to establishing Masterful Mindset, he was the owner of Soulbusiness. An engaging public speaker with a wild sense of humor, Jim partners with busy professionals and executives who want to attain greater fulfillment and results in life and in work. Eric Dombach is a 7-figure coach who has helped hundreds of other coaches worldwide enjoy making a lucrative living doing what they love.
Join us and learn some of his secrets! After serving as an Associate Pastor in Pennsylvania, USA from to , Eric decided to go into business coaching as a way of combining his love for business and developing greatness in people. Learn how, as a coach, to develop and build that trust by exploring The Neuroscience of Trust in Coaching with expert Michael Marx , a Professional Certified Coach specializing in business coaching and corporate consultation. Here are three takeaways:. He also serves as president for the North American division of International Neuroscience Management Education INME , providing access to the latest research on learning, coaching and the brain.
His passion is adult learning and he serves on the faculties of Liberty University teaching International Business and Concordia University teaching International Finance , in addition to Professional Christian Coaching Institute. He can be found on the web at www. There has been national debate around hope and its efficacy as a strategy.
Join us as Dr. She also creates and plans special seminars and projects with employers and faculty that offer critical insights into business and employment trends. Her research on the relationship between employability and hope has contributed a unique body of knowledge to the art and science of career management. What would happen if your job search clients improved their ability to network by leaps and bounds!? Jaymin Patel of www. The 2-Hour Job Search offers step-by-step, time-limited instructions for the most frustrating part of finding work — getting a first interview.
Is it possible? Does it work? Come and learn more! He holds his own MBA from the same institution. Prior to entering the career services industry, Steve was an associate marketing manager at General Mills and a strategy consultant at A. Steve also holds a chemical engineering degree from Case Western Reserve University in Cleveland, OH, and in his spare time he enjoys playing soccer, squash, and trivia.
Steve currently resides in Durham, NC. May 16th Thursday. Forbes recently named her website, MyLifestyleCareer. Join us as Susan Whitcomb shares the research she recently completed on behalf of Career Thought Leaders around the self-talk that causes job seekers to be optimistic and effective in the job search or, conversely, discouraged and ineffective.
Is there really a formula for saying the right thing in a job hunt? How are people networking incorrectly — why do they need scripts to help them what are they saying wrong? Laura M. Miriam Salpeter, MA is a sought-after job search and social networking coach, author, and speaker. Join us to uncover how we can help our clients navigate challenging economic times and a fresh look at how to unlock difficult job search and work situations.
Barbara Safani owns Career Solvers , which partners with Fortune companies and individuals to deliver career transition programs focusing on resume development, job search strategies, networking, interviewing, salary negotiation skills, and online identity management. A career expert for CNN. Fran LaMattina brings 30 years of business experience in marketing, sales, finance, and operations gained from leadership in telecom, financial services, consumer products, and non-profits.
She is also passionate about marketing and helping entrepreneurs develop a steady stream of clients who are hungry for your services. Kim has coached entrepreneurs to take the angst out of marketing by creating and implementing strategies that fit their strengths and style. Her passion is helping her career colleagues find prosperity in their purpose.
February 16, Thurs. Join us for a session with Neurolinguistic Programming NLP expert Terry Hickey, who will be sharing proven processes that shift beliefs from problem-orientation to solution-focused and empowered action. For more information about Terry, visit his website: terryhickey. In addition to coaching and consulting, he writes articles for trade publications and speaks at industry events.
Through these initial experiences, he developed an understanding of networking and what it takes to get in to meet important people…and get ahead. For more information about Darrell, visit his website: www.
Joshua Waldman , MBA, is a consultant and entrepreneur who teaches technology and marketing skills to job seekers to help them get noticed and ultimately find jobs. He has been using social media to enhance his career and the careers of others since and has worked with unemployment office staff, MBA career center staff, and countless unemployed and frustrated job seekers. He founded the Career Enlightenment blog in with the mission of helping job seekers break away from outdated and ineffective job-searching strategies.
Exclusive extras and more resources for this book can be found at www. Kenneth J. Diamond is the founder and President of WinTheView. Ken created the WinTheView on-line tool after proving that the concept in his search firm catapulted hundreds of job candidates to interview success—landing job offers. The tool helps job candidates exude confidence, show motivation and articulate their potential for overachievement to the hiring team via a printed presentation which is used as an interview discussion guide or powerful leave-behind.
WinTheView is being utilized internationally to accelerate careers and as a support tool for career coaches, outplacement firms, recruiting organizations and universities. Ken also is founder and President of Digital Action, Inc. Always a top producer, his track record includes 8 consecutive Presidents club awards while notching numerous sales records. Ken is a board member of The Executive Recruiters Roundtable, a forum where principals of executive search and recruiting firms can discuss issues affecting the business and practice of the executive search and recruiting industry.
Website: www. Tim Tyrell-Smith is an emerging thinker in marketing, careers, personal development and social networking. A veteran consumer marketing executive, Tim is now helping people effectively market their brands and businesses. He was most recently Vice President of Marketing for a private equity owned food company in Southern California.
Tim is a popular blogger, author, professional speaker and brand marketer. He is a regular contributor to U. He lives with his wife and three kids in Mission Viejo, California. Mike Alpert is a mentor for passionate business owners and executives. He shows them how to implement powerful strategies and concepts that can be applied immediately to overcome the obstacles to success that they face in the challenging business environment.
Mike combines his extensive business experience with the proven methodology of Brian Tracy to produce outstanding results for his clients. Currently VH is working on several selected projects both in Israel as well as in Continental Europe. One of Mr. Threats and huge opportunities to those who can read the changes. He is an active advisor to leading hospitality and leisure companies, developers, owners, private equity funds, lenders and governments in all aspects of hospitality, leisure and tourism.
In addition to audit and tax, EY provides a range of advisory services focused on transaction, development, valuation, operations, technology and strategy. Fishbin holds a B. Fishbin is a member of the advisory board of Rock and Wrap it Up, a non-profit anti-poverty organization that serves the sports, music education, government and hotel industries in the fight to alleviate hunger around the world.
Growing up in a family of hoteliers, Anna understands first-hand the passion and the drive needed to succeed. Unsurprisingly, she also learned innovation and entrepreneurship early on and coupled with her forward-thinking approach, Anna, continues to push the boundaries across projects and negotiations.
Key projects led by Anna include due diligence for a large European hostel portfolio, pan-European market research and buy-side due diligence for various large individual and portfolio assets across the Continent. Mark Gallagher Founder, Performance Insights and Formula One industry analyst Mark Gallagher has worked in the high-performance environment of Formula One motor racing for over 30 years. Today he is a Formula One analyst for the BBC, makes regular appearances on global media outlets and is founder of his own consulting business, Performance Insights Ltd.
Along the way, he founded Status Grand Prix, which won the Motorsport World Cup of Motorsport and became a race-winning team in junior formulae as well as competing in the Le Mans 24 Hours sport car race. Certified tourism manager with emphasis of process optimization, finance and controlling.
Many years of experience as a financial director of major international hotel companies. He also has extensive experience in positioning and development of product strategies of business software providers. Sascha Gechter Schulz Hotels. In that role, she headed multiple hotel valuations, feasibility studies as well as transaction and strategic advisory assignments.
Timan Gill Marathon Asset Management. As part of his duties for the Firm, Timan also presently manages platforms and singular investments across several traditional real estate asset classes, including Residential, Office and Retail, including Mixed-Use. Timan joined Marathon from Starwood Capital Group, where he was assigned to managing its newly-created UK Hotel Platform - involving the acquisition of three separate distressed UK hospitality corporates including brands and c.
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During his time with the firm, Timan was also involved in the complex acquisition of central London serviced apartment portfolio, Think Apartments. Before Starwood Capital Group, he was a Director at the Avington Group, a private family office, specializing in the hospitality and leisure space. During his time with the firm, Timan was engaged in several marquee investments and projects in the US and Europe; notably including the successful distressed acquisition of the former Canalejas assemblage of buildings in central Madrid and subsequent redevelopment into a luxury mixed-use destination including the new Four Seasons Madrid.
During his time with Deutsche Bank, prior to the financial crisis, Timan participated in the successful underwriting and syndication of circa. Ben Godon Head of Hospitality Asset Management, Colliers As Co-Head of the Hospitality Asset Management division, Ben helps to develop the business nationally and internationally based upon his extensive knowledge and experience within the hospitality sector.
Over a career that spans more than 30 years Ben has developed his expertise within the sector from the ground-up, working in a variety of management roles in a diverse range of hotel properties and brands. The invaluable experience and expertise that Ben gained over his time in these management roles has provided him with the knowledge to advise our clients on a broad range of relevant subjects. Ben and his team have significant experience in the implementation of strategic plans as well as maximising the return on investment for our clients.
He has responsibility for the asset management of our expanding portfolio of Central and Eastern European properties, as well as our luxury properties across Western Europe. His team is tasked with driving improved performance of these properties and investigating opportunities for generating additional cash flow and revenue.
Through the identification of operational strengths and weaknesses they have achieved outstanding results for our clients and continue to help grow and support their investments. Combining strategic thinking with operational expertise, Ben offers the insight that our clients are looking for, whether that be on brand, people, resources, management or operations.
Federico has extensive global executive leadership experience in the hospitality, leisure and FMCG sectors. Federico is a European at heart — with a truly global mindset. His leadership style fosters innovation, creativity and an unfailing commitment to customer experience. He is fluent in English, Spanish, Portuguese and French.
Greg Greeley President of Homes, Airbnb. Greg Greeley President of Homes, Airbnb Greg Greeley leads and manages our Homes business, which includes nearly 5 million listings in 81, cities around the world, and our Airbnb For Everybody strategy, including Airbnb Plus, Airbnb Collections, our expanded Superhost program, and our new Superguest initiative. At the time, Interstate had 10 hotels throughout Europe and presence in several countries. HotStats collects monthly detailed financial data from over hotels worldwide from over brands and independent hotels, and provides over different KPIs covering all operating revenues, payroll, expenses, cost of sales and ultimately departmental and total hotel profitability.
Here he gained experiences as general manager and has served as vice president future openings in Brussels and Singapore and district director in Russia. Thomas is a certified Project Management Professional PMI with specialization in hotel pre-openings, with more than 15 years hands on experience with hotel opening projects in over 20 countries globally. Over his career, Elias closed over hospitality and leisure projects across virtually every major city in Europe, Africa, Middle East and Central Asia.
Elias is the current Vice Chair of the Leisure Industries Section of the International Bar Association IBA representing more than 80, individual lawyers and more than bar associations and law societies spanning over countries; He is charged with leading the hospitality and leisure initiatives for the IBA. Prior to joining the firm, Elias worked for 17 years at a leading Fortune international hotel brands owner and operator, where his last role was as vice president, Legal — Europe, Middle East and Africa Division. During this time, Elias worked in both the Brussels and Dubai offices and was responsible for overseeing all regional legal matters in the Middle East, Africa and Indian Ocean, including advising corporate executives and hotel management on operations, acquisitions, development, HR, sales and marketing, dispute resolution, litigation and arbitration.
She has almost 20 years working experience in the hospitality and alternative real estate sector in both investment sales and corporate advisory services. Her current responsibilities also include managing client relationships with key Asian buyers and facilitating cross border capital flows. Heng is fluent in English, Mandarin Chinese and various Chinese dialects.
He advises hospitality, leisure and tourism businesses internationally and has acted as an Arbitrator for the International Court of Arbitration. He is a Director of Safestay plc, an operator of contemporary hostels throughout Europe and a director of CP Holdings Ltd, a diversified industrial and services group of companies, which operates hotels and the largest group of thermal spas in Central Europe and serviced offices and co-working spaces in the UK. He served as Chairman of eCOGRA, the online gaming standards and player protection body, established to improve operational standards and player safety in the i-gaming space.
He was awarded the Joint Meetings Industry Council Unity Award, recognising individuals who have made a significant contribution to the advancement of the international Meetings Industry. In this capacity he has overseen the origination, structuring and distribution of c. EUR 1. Before joining Societe Generale Pierpaolo worked at Cairn Capital and Lehman Brothers in various roles in commercial real estate finance.
Philipp S. Prior to his current activities he was working for a CRM-database developer in Munich. Ingenillem looks back on a long career in the international luxury hotel sector, with stations at Hilton, Claridge 's Hotel London, Kempinski, Sofitel, Sheraton and LeMeridien. During this period he acquired a profound opera-tional knowledge and perfected his profile by achieving a business admi-nistration degree with a focus on Hospitality Management from the Munich University of Applied Sciences.
During this time, Mr. Ingenillem gathered more profound experience in some areas of business consultancy for pri-vately owned hotels feasibility studies, concept development, etc. See Philipp S. HORECA targets investments into hospitality ranging from real estate, operating platforms to technology start-ups. Our current portfolio in Europe includes the 25Hours Hotel Terminus Nord in Paris and we are actively involved within the Extended Stay sector as an investor and board member in Cycas Hospitality, a leading operator of branded extended stay properties in Europe.
Experience: Erik has a strong mix of experience in both the principal investment arena as well as in the transaction advisory space. At Invesco Erik executed various hotel transactions throughout Europe. This covered a large variety of investment ranging from very institutional leases to operationally geared portfolios, from corporate investments in hotel companies to loan investments with hotels as collateral.
Prior to Invesco Erik was responsible for hotel transactions and asset management at Morgan Stanley for the opportunistic Morgan Stanley Real Estate funds. In , he started his hotel career at the Steigenberger Airport Hotel in Frankfurt, followed by several positions overseas.
Prior to this he worked in the Big Four accountancy firms. His role also included the supervision of feasibility studies, hotel management agreement and lease negotiations as well as operator selections. Kathrin first was in charge of processes regarding "alternative investments" for the development of fund strategies, analyses of risk-relevant topics and the determination of market prices of credits and derivative instruments. Afterwards, as Investment Manager hotels, she was leading the deal team for hotel investments, where she acquired hotel properties in Europe with a total value of approx.
During her spell at the company she led the Global Retail Partnership Strategy and then the Global Maintenance Operations of its 12, petrol stations across 42 countries a surprisingly transferable experience to managing a dispersed network of homes in the hospitality sector. Her vision for UnderTheDoormat is to enable modern travelers to step into the shoes of a local, enjoying the comfort of a home and the professional service of a hotel across major cities globally. The inspiration for establishing the company came from her own travelling experiences in 70 different countries: spending time with locals, benefitting from their personal recommendations and learning from their local perspectives, all of which gave her the most rewarding memories.
This made her realize that for the industry to grow to its full potential, homeowners and guests need the option of a more professional, managed service. As the elected Chair for the industry body, STAA, with members such as Airbnb, HomeAway, Expedia and onefinestay, she is passionate about helping professionalize and grow the industry in the most responsible way. Most recently UnderTheDoormat has been recognized at the Wandsworth Business Awards with Merilee being awarded the prestigious accolade of entrepreneur of the year.
She is also a mentor to future entrepreneurs through the European Commission Young Entrepreneurs program. Brian R. Kaufman The Kaufman Companies. Kaufman is an experienced investment professional with unique global financial and management capabilities. He has a successful track record of identifying high-quality real estate investments and successfully implementing business strategies.
He has worked with leading investors, developers and operators in various transaction types including acquisitions and dispositions, developments, recapitalizations, restructurings and operations takeovers. Previously, Brian worked at Goldman Sachs within the Investment Banking and Merchant Banking Divisions where he focused on corporate real estate transactions and real estate equity and debt investments. Brian received a B.
See Brian R. Kellett has 19 years of transaction experience, which has focused on real estate, hospitality and leisure for the last 14 years. Kellett has a degree in Chemistry from the University of Oxford. The Kerzner family interests in Kerzner International were sold in April and Sol Kerzner is no longer involved with Kerzner International Holdings or their group companies. Mr Kerzner decided to retire in early , but continues to pursue a number of personal and philanthropic interests. Sol Kerzner, the youngest of four children, was born on August 23, in Johannesburg to Russian immigrants.
He opened this resort in December which he named the Beverly Hills Hotel. In Kerzner developed Sun City, the most ambitious resort project in Africa. Later in , Kerzner made his first major acquisition outside Africa through the purchase of the Paradise Island Resort in The Bahamas. This 1,room resort was in bankruptcy at the time. He is a frequent writer, moderator and speaker on the international hotel industry, especially on topics relating to hotel valuation, investment, marketing and finance.
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E hotel investment conference in London in He celebrated his 40th wedding anniversary in June and is blessed with two children and three grandchildren. Timo has been involved in many large scale pan-European Technology Projects working with all major global brands. Timo lives with his wife and two teenage sons close to Heidelberg, Germany.
Alexi H. Khajavi, who brings more than 17 years of travel, hospitality and marketing and sales experience to his position, joined Questex in as senior managing director of Destination Develop, a new digital media platform covering global tourism industry investment opportunities at the destination level, and Destination Develop Investment Services, an in-house agency that develops marketing and matchmaking campaigns and services for destinations and private-sector businesses in tourism looking for investment.
Prior to MercuryCSC, he was one of the founding team members of the travel consortium Nature Group located in Central America and helped guide the airline and hospitality portfolio in being the fastest growing travel company in Central America between and NHC is active within consulting, asset management and investment advisory. NHC advices major regional and international investors, developers and banks.
She started her hospitality career with Hilton's award-winning fast track programme, after which she held senior operational and commercial management positions in EMEA for 10 years. His goal is to develop the brands of the group through franchise, management and lease contracts in the region. Based in Warsaw, he was responsible for identifying hotel opportunities across Poland and CEE for the development and expansion of the company in the region.
He has been involved in a number of advisory and valuation assignments as well as operator search and section processes. From onwards Theodor has been contributing at Union Investment Real Estate as a key player to establish a Hotel Investment and Asset Management strategy for a hotel portfolio of ca. Since he has been concentrating on hotel investments outside of Europe taking leadership in structuring hotel transactions with institutional lease agreements in the US.
Upon his departure the portfolio had grown to 74 assets realizing hotel transactions globally in excess of. In , together with his wife he founded Servus International, a hospitality consulting group in Istanbul. Theodor initiated and co-founded HAMA Europe, a Non-Profit-Organization representing the interests of hotel owners, investors and asset managers and acting as its first President until Tony Kurz Founder, Brandmark Collective. Tony Kurz Founder, Brandmark Collective Tony has carved out a niche in intelligently translating fashion and lifestyle brands into hospitality experiences.
With a wealth of deep owner relationships on a global basis, as well as a rather unique access to, and demand from, many brands looking to extend into the hospitality space in one form or another, the idea for Brandmark Collective BV was born. That of a multi-brand hotel company, with one key filter running through each brand — a globally recognizable name with an existing customer base.
The first brand on the BMC platform is Karl Lagerfeld, with the second, a global travel company, to be announced soon. Prior to her appointment as Chief, Laia was Senior Vice President of Portfolio Management, where she excelled for her strong negotiations skills and remarkable results. She started her career in the renowned law firm Garrigues and introduced herself into the hospitality industry in when she joined Hesperia Hotels as Head of the Legal Affairs Department. A few years later she moved on to become Managing Director of the Hesperia Investor Group and joined NH Hotel Group in after the integration of the both companies.
Jonathan Langston Chair, IHIF Advisory Board Jonathan is a renowned industry commentator who specialises in market demand, financial feasibility studies, strategic planning, and product development. He advises on a wide range of projects from the development of individual budget hotels to multi-component urban and leisure resorts as well as market entry and development strategies.
A graduate of the University of Surrey at which he has held posts of Industrial Fellow and Visiting Fellow, he returns to lecture undergraduates and postgraduates. He is also a frequent commentator on the industry in the press and broadcast media and a regular speaker, moderator and panelist at conferences. He was appointed Vice President Global Development in , which was later extended to Construction matters.
His teams are positioned in Miami, Paris, Singapore and Shanghai. Club Med is settled on almost 70 of the most extra-ordinary sites on Earth, where Club Med was most of the time the first ever international resort operator Cancun, Punta Cana, Maldives, Mauritius, Bali…. Its development has strongly accelerated, with projects over the 5 continents. Club Med offers a unique combination of an expert premium resort manager over 60 years of experience and a unique Tour Operating company, recognized and directly physically distributed in 35 different markets in the world.
Yanick joined Amadeus in November and has worked in various positions in development and management of front-office, mid-office and reporting products. A French national, Yanick also speaks English and Swedish. His creativity and mentality as startupper have allowed him over the past 20 years to successfully establish and sell more companies in different industries, thus creating the financial basis for investing in real estate.
His obsession are the historic buildings, which are often empty and that he tries to buy to give them a new light and a new function, adapting them to modern living. Salvatore believes that Italy, already famous for being the country where there are the most beautiful things in the world, is also the country where there are the most beautiful buildings on the planet. So, renewed and transformed into offices, shops or hotels, these properties will be income generators for their owners and for the surrounding community, for many years.
She has spent over 20 years working all over the world with private investors, public companies, Governments and operators in the hospitality and leisure industries, advising on an eclectic mix of investments, particularly luxury hotels, resorts, destinations and theme parks. She is also a valued advisor to C-suite teams and boards, facilitating strategic workshops and providing an external industry perspective. Katharine began her career with Jones Lang Wootton now JLL in China, when the country was undergoing its first real estate boom, working on real estate investment, agency and development consultancy.
She subsequently worked in Asia and Europe for Arthur Andersen and Deloitte, within their specialist hotel advisory practices. In his position as executive partner, Mr. Beyond that, he is an active hotelier with a four-star superior golf and wellness hotel as well as a low-budget city hotel. He first started a pilot training in Germany and the US after graduating from Highschool After his military service Otto Lindner successfully finished his apprenticeship as a hotel managemenet assistant.
Followed by his studies in business administration at the University of cologne. The houses of this brand are made in 1a-layers, in high-quality design and are aligned to the needs of Generation Y. Investment Management GmbH. During his 26 years in the commercial real estate sector, Keith has held senior management roles within major global hospitality and leisure investment and operating companies. Keith began his career working for renowned brands such as Disney, Intercontinental Hotels Group and Accor. Keith was instrumental in the successful sale of Louvre Hotels to Starwood Capital following an extensive corporate restructuring which he initiated and led.
Keith is fluent in French and Spanish. Nicolas has more than 16 years of professional experience in the travel industry, with remarkable track record in business development, marketing and sales within hotel companies such as Serhs, Hotusa or Marriott- Renaissance. Since he joined Sercotel Hotels as Chief Commercial Officer , leading the transformation of Sales, Revenue Management, marketing, and hotel development areas in the company. Jileen works closely with the European investment sales team to truly understand each sale opportunity and regularly tours Asia to personally present those opportunities to investors.
In order to leverage the wealth of investor relationships resident within the CBRE network, she partners with the international in-country experts. Jonathan Lynch Of Counsel, DLA Piper Jonathan Lynch advises on a wide variety of cross-border corporate and real estate matters, including complex acquisitions and disposals, joint ventures, financing, leasing, and ground-up development. He represents a number of top tier commercial and residential developers and property funds on high value, transactions across Asia, with a particular focus on Indonesia, Vietnam and Myanmar, where he has advised a number of international investors on their flagship investments.
He has vast experience in the hospitality and leisure and education sectors, having structured, negotiated and executed management and franchise agreements for hotels, education group and restaurant chains aggressively expanding in the region. He is in charge of the hotel investment strategy and coordinates all Hotel Acquisitions and Sales activities within the Hamburg-based property investment company. Moreover, the hotel portfolio will also be continuously enlarged by selective acquisitions in the budget segment.
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Today, Magnuson Hotels is a top 15 global hotel chain with hotels across 3 continents. Kevin E. In this position, Mallory oversees CBRE's activity in the lodging sector including: transaction, asset management, advisory, and capital market services. In that capacity, he was responsible for all acquisition and investment activity, investment management, business development, and property development for the company. He was responsible for all lodging related capital transactions as well as the company's asset management function.
Before joining Lend Lease, Mallory was a founding executive and COO at Starwood Lodging Corporation, where his responsibilities ranged from the development of new business ventures to providing strategic and daily oversight for the corporation. His experience ranges from ultra-luxury iconic brands to select service portfolios. Dimitris Manikis has a long-standing career and deep knowledge of the hospitality industry.
His passion for people and work ethic comes from his father, who built up a grocery retail business in Athens where Dimitris learned the value of high customer service, positive outlook and hard work as being the foundations of success in both business and life. The group manages and consults various hotels mainly in Switzerland but also abroad, and establishes and positions a range of ventures, brands and concepts.
From to , he worked for Manz Privacy Hotels Group as a member of the management team responsible for monthly operational reports, and planning and supervising renovations. From to he was Chief Finance Officer of the company, responsible for all real estate investments and its asset management division. In his free time Michael enjoys skiing, chess and cooking. He is married, lives in Malta and has three children.
She has been working in the hospitality industry since , and for the last five years prior to her European position, her focus has been to drive digital growth and business development in Scandinavia. Tess has been tasked with fast-tracking online growth and business performance in EMEA, which includes hotels across 12 countries. Her current responsibilities are within e-commerce, business development, brand- and performance marketing.
In , Tess was recognized as one of four Marketers that matters by Figaro Digital, as well as shortlisted for the Changemaker Award by Women in Travel. Aldo Melpignano Managing Director, Borgo Egnazia, Italy Aldo Melpignano is the Managing Director of San Domenico Hotels group, a collection of all his family properties, embodying a different concept in hospitality based on local and authentic experiences. Together with his family he is the founder of Borgo Egnazia, an international excellence deeply invested in Puglia.
Aldo returned to Europe in to spearhead the development, construction and launch of Borgo Egnazia, which opened in May Throughout his career, Aldo has balanced finesse for finance and vision with a deeply rooted passion for his homeland and its native elements. Aldo divides his time between Puglia and London with his wife and two daughters. Ian Millar Manager of Inst. Millar is a frequent presenter at international IT conferences and author of numerous hospitality technology articles. Millar also serves at an advisory level to various hospitality technology companies as well as having served as a Member of the Hotel Industry Expert Panel for the Singapore Tourism Board advising hotels in the region on best practice technology usage.
He is also a mentor for the Metro Accelerator program, advising various hospitality technology start-up companies. He is currently the manager of the Institute of Business creativity That focuses being on one hand on understanding the barriers and opportunities in the digitalisation of the industry and on the other hand on studying the effects of digitalisation of operations and customer service through digital services, products and channel, specialising in all digital aspects of the research.
Millar has been instrumental in developing the exceptional resources and expertise available to students at the school. He also serves as an ambassador for the Make a Wish foundation of Switzerland. Projects include the strategy, brand identity, guest experience and curation of programming in private members clubs, hotels, restaurants and retail as well as all forms of content from websites and video to print.
She employs 4 people in her office and partners with a variety of graphic designers, Art Directors, Photographers, Web designers, film makers and other partners according to the nature of each project. She is well connected in the sectors of visual arts, film, fashion, architecture and design as well as hotels, restaurants and the world of luxury in general.
She has had a career in journalism which spans helping to found Blueprint, the leading architecture and design magazine; editing arts and design for Elle, being Assistant Editor of The Sunday Times launching Style magazine and Associate Editor and Arts Editor of the Daily Telegraph. She has effectively partnered with her peers to deliver several organization-wide changes including implementation of a new central reservation system that delivers increased functionality and lower cost of ownership.
She is now spearheading a major initiative to accelerate speed to market of new product initiatives and reduce overall cost of technology by better leveraging strategic supplier relationships. She was previously SVP at First Data Corporation FDC , a highly regulated global payments processing leader that serves more than six million merchant locations, thousands of card issuers and millions of consumers. In this role, Laura navigated an extremely complex private equity ownership KKR environment, where she led several transformational initiatives to rearchitect the business to deliver operational and financial improvements.