COLORADO SPRINGS, Colorado—What can a 98-year-old mountain resort in Colorado and an 88-year-old island resort in Georgia possibly have in common?
Turns out, The Broadmoor in Colorado and Sea Island Resort in Georgia are more alike than it might seem at first glance, and its owners are counting on that as they position the two resorts under a new shared strategic vision.
In June the Anschutz family, owners of The Broadmoor for the last five years, acquired full ownership of Sea Island Resort and united the two independent resorts under a new company—The Broadmoor-Sea Island Company. Steve Bartolin, longtime GM of The Broadmoor and chairman of the historic property since 2014, heads up the new company, which he describes as offering “strategic leadership” for both resorts.
“There are so many similarities between these properties; that’s why we felt it made sense to unite them under one operating entity,” Bartolin said. “You have two iconic, historic and independent properties, both of which have stood the test of time.”
Finding similarities
While they may be separated by hundreds of miles, the two resorts share several similar distinctions. Both sit on prestigious “best of” lists, both hold Forbes Five-Star ratings and both emphasize experiences for their guests, including golf, fine dining and luxury stays, as well as localized experiences, like fishing and hunting at Sea Island to mountain and outdoor adventures in Colorado.
Bartolin said the new vision for the resorts is to maximize their similarities while retaining each property’s independence. Both will retain their individual leadership, sales teams and other employees, but now the resorts can learn from each other and grow efficiencies.
“For example, our whole (Broadmoor) sales team is traveling to Sea Island tomorrow, and when we return (in a week), we’re bringing the Sea Island team back with us,” he said.
Those sales synergies will be where the resorts see the most benefit, he said, as the teams can now cross-sell the properties, which could appeal to groups that might shift their corporate meetings from location to location.
“We have a meeting that has come to us annually at the Broadmoor for many years, and they have a board meeting that they move around to different locations,” he said. “Now they’ve booked their board meeting at Sea Island. We’ll be able to take advantage of both databases, to build business for both properties.”
Those synergies will happen at the property level too.
“Little things like purchasing will helps us leverage, whether we’re purchasing golf clubs, food or equipment,” he said.
Differences are good
Bartolin was quick to point out that no matter what, both resorts will retain their independent spirits.
“We are fiercely independent, we will remain fiercely independent, and we believe strongly in the concept of independent hotels,” he said. “I’ve been in this business now for 41 years, and I’ve watched it go full circle. There’s a certain homogenization of brands, but independents are entrepreneurial. Consumers like that one-of-a-kind nature. We cherish it and will preserve it going forward.”
That’s more than just lip service; it’s also part of both resorts’ ownership structures. Owner Philip Anschutz holds both resorts in family trusts that preserve their ownership under the family, and outline management guidelines for the next 100 years.
Bartolin wrote the guidelines for the Broadmoor trust to preserve that independence very specifically.
“In this case, you have century-long private ownership that takes stewardship to a whole new level in our industry,” he said. “These hotels will always remain independent, never flagged. The quality guidelines are outlined; the capital investments are all there, in the bylaws.”
That structure helps the company lead with a longer-term strategic vision, Bartolin said, which influences how resort management, from the owners to each resort’s GM and team, make decisions.
“When we make decisions, we’re looking at the next generation, not the next quarter,” he said. “So many properties are pressured into making decisions that have impact in the near term. Our ownership structure gives us the certainty that we can make decisions for what’s best for the long term.”
To get there, Bartolin said both resorts are always improving themselves and will continue to do so, particularly when it comes to appealing to the experiential side of travel.
“One of the things that make The Broadmoor and Sea Island so unique are the array of offerings that go beyond the typical resort experiences,” he said, citing the local immersive activities both resorts offer, like fishing camps, gun clubs, luxury camping and more. “You’re not stuck in the boundaries of the resorts.”
He said the staffs at both resorts are taking advantage of each other’s expertise, even to the point where the chefs are exchanging recipes.
And while operational efficiencies will result from the new company, Bartolin said that above all, each resort’s unique personality will never be compromised.
“These properties will always evolve, they’ll always get better,” he said. “We never stand still or get stagnant; we’re always fresh and innovative. It’s an entrepreneurial thing. We’re not caught in corporate bureaucracy—we always have the guest in mind.”