Interviewing the VP of Operations for Luxury Hotels - America, Hilton Worldwide, Ronen Nissenbaum
When I first approached Ronen Nissenbaum for an interview, he was the Managing Director of the iconic Waldorf Astoria New York. By the time we set the interview appointment, he was promoted to a newly created position, VP of Operations, Luxury Hotels-America, Hilton Worldwide. He is now in charge of the operations of three luxury brands and 20 hotels in America, including Waldorf Astoria, Conrad and Canopy.
Ronen is a determined, hardworking, straight-talking executive. He has a no-nonsense attitude! One has the impression that he doesn't mind rolling up his sleeves and getting in the trenches with his team.
Ronen is among the 60 top senior hoteliers that I have interviewed. Alongside 51 other senior executives, Ronen's quotes are featured in my latest book, "The Quote Book: Wit & Wisdom from Successful Hoteliers".
INTERVIEW
Did you always want to work in the hotel industry?
Yes. I visited my uncle, who was a hotel GM in the US, when I was about 8 or 9 years old. Ever since then, I wanted to work in the hotel industry. While I was studying in high school, I found jobs as a waiter, a reception desk clerk, a concierge, a switchboard operator, etc. Even though my uncle tried to persuade me not to work in the hotel business, I fell in love with the lifestyle, the travelling and the meeting of interesting people.
You are the second hotelier I've interviewed who has completed the 3-year compulsory military service in Israel. Do you feel like your military training has helped you in your hotel career?
Absolutely! When you are 18 years old, just finishing high school, you think you are more important than you really are. Military training puts you in perspective; i.e., it knocks out your sense of arrogance, sets your priorities, teaches you about responsibility and develops your self-discipline. It also helps you to recognize what's important, and makes you appreciate life and not sweat the small stuff!
You started your career in the hotel industry in the front office and F&B departments. What did you learn from these jobs that have benefited your career advancement?
My uncle told me that if I wanted to work in the hotel industry, I should start at the bottom. The more experiences you've accumulated working in different departments, the more credible you appear to your employees once you reach the top.
I also learned that you should always plant your feet on the ground. I remember when I worked for a hotel in Switzerland, one day I saw my GM in the hallway and said hello. He didn't even look at me. I thought to myself that when I reach his position, I would never do that . . .
I have the impression that you thrive in working as a part of the executive team in the headquarters, as opposed to working in the field as the GM of a flagship hotel. What attracted you to work in the headquarters?
I don't know if that's exactly correct. When I first entered the hotel industry, my goal was to become a GM. When I finally became a GM, I loved my job! During my second GM job, my boss told me that I would make a great leader for GMs. That was the time the seed was sown.
And when I became the RVP of Operations at the IHG, I acquired the taste for working in the headquarters . . .
You just got promoted to be the VP of Operations, Luxury Hotels-America, Hilton Worldwide recently. What is the most challenging aspect of your new job?
I am responsible for the profit and loss of all luxury properties within the America region and that includes three luxury brands: Waldorf Astoria, which is different from the two other luxury brands, Conrad and Canopy owned and managed hotels. My aim is to put a commonality on the service level of all three brands – despite the fact that the products and service deliveries are different from brand to brand.
I can sense the passion in you. However, what would you do tomorrow if you did not earn any money for the work you are currently doing?
I don't think that I would work for free; I have a wife and three kids. But I would do something – I need to do something to support my family.
My other passion is to go back to teach. I love young people, and I love to inspire them, to share my experiences with them. My mother was a teacher. I know she was not in it for the money. I feel the same way.
You worked at Marina Bay Sands in Singapore. It has more than 2500 rooms --- an enormous operation by the European standards. As the man who was in charge of operations, what did you expect from your employees?
While working at Marina Bay Sands, I hired the Human Resources VP. I told her that when hiring, the most important qualities we should be looking for are the right attitude and a happy demeanor.
I mean, are you a passionate person? Is the glass half full or half empty? We look for people who will do the right thing and who have their head screwed on right.
Students who do very well in school tell us that they work hard and are determined, but they need to be able to translate these traits into the work environment and real life situations.
At work, what pleases you the most?
People achieving results – and I love happy staff who love to come to work every day.
What displeases you the most?
Negativity and an apathetic attitude, like "I couldn't care less"! People with that kind of attitude do not last very long in my organization.
In your opinion, what do your employees expect from you?
Quality leadership. That is, leading by example. I will never ask anyone to do anything that I wouldn't do myself. I think they also expect me to inspire them, to be honest without agenda, to be sincere, to care, and share my vision with them.
A GM once said about hotel management: "Too much democracy is a sign of lack of leadership." Do you agree?
There is a little bit of truth in that at a certain stage, you need to make a decision. However, I want democracy in order to motivate my staff, so that they know that their voice counts. But bear in mind that someone has to make the final decision, even in a democracy.
If you must make a choice, would you do the things right or would you do the right things?
Do the right things!
Life is too short to tolerate: _____________________________.
Mediocrity and negativity.
If you were to hire a manager, what qualifications would you be looking for? Soft skills or management and business knowledge?
It depends on the position. For example, if I were to hire a finance director, having the right business knowledge and experience is more important. In other positions, perhaps emotional IQ is more important than the level of intelligence.
What is your lifetime ambition?
Believe or not, my lifetime ambition is to make my wife and kids happy. But I need to develop myself and gain the tools that I need to be successful so that I can be valuable to my family and make them happy.
You have been involved in giving lectures to students. What advice would you offer to those who aspire to become a successful hotelier?
It's hard work! Don't choose the business for the money. Work in the business for a year or so. If you like it, then study hotel management.
Find out whether you are eager to serve and enjoy being with people. You must realize that there is at least 10 years of grind. The only thing that will help you to get through this is your passion. It takes time to get to the GM position. Be persistent and enjoy!
What's next?
I never know. I like to take risks and do things outside my comfort zone.
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