Managing a dual-branded property requires a vision among a core group of on-site leaders, said Complex General Manager Neil DeGuia, who is in the midst of opening the Canopy by Hilton Chicago Central Loop and Hilton Garden Inn Chicago Central Loop.
The upscale, select-service 135-room Hilton Garden Inn is anticipated to open first in September, followed by the upper-upscale boutique 215-room Canopy by Hilton property. Phoenix Development Partners developed the hotel, which is owned by City Colleges of Chicago and operated by Aimbridge Hospitality.
The site also boasts a historic past. The hotel complex was developed in a 117-year-old, revival-style building that was once the headquarters of the Chicago and North Western Railway.
DeGuia said he is most excited to put together an "A-plus team" to successfully execute the services unique to the two separate brands.
"Being in this industry 21-plus years, [I] know that this job requires a group of people who are on the same page, share the same vision," he said. "The second thing is understanding the brand, immersing ourselves with the brand, knowing what services we need to home in on."
As part of an HNN series focused on hotel general managers, DeGuia shares how the new complex will weave in its historic past, what he envisions for his team and finding unique ways to recruit talent.
It's a new development but in a historical site — touch a bit on what makes this property unique and stand out to locals. How will its history weave through the property?
The building was the old Chicago & North Western Railway office, built in 1905, and they occupied the space until around 1925.
The Canopy-HGI is going to have some of the train feel. Part of our design and inspiration for the hotel ... [will include] some artwork and decor that is going to bring out the golden age of travel. All of our guest rooms have a canopy canvas over the beds that will be reminiscent of an old train car. When you walk into the guest room, it transports you.
Tell us some ways you're prepping your teams and the property to welcome demand, and specifically fine-tuning service to the traveler type you most anticipate to see.
The thing that I get really excited about with this project is being able to put a team together. In the past couple months, I really had the opportunity to put together an A-plus team who really cares about the guest experience. Out of the eight staff members we have today [as of July 19], I get excited talking about some of the things we're going to implement through the check-in process, how we're going to see the guest experience from the start to the time they leave.
We're going to ensure that we deliver on all promises that [Hilton] has set out for us. But also, listen to our guests, know what our customers are looking for right now.
It's [about] how do we ensure that we maximize our property and our guest experience by communicating to [guests] what's available and easily accessible to us, and finding ways to partner up with the attractions in our area. For example, we're close with the Skydeck Chicago Group at Willis Tower.
What's the hiring process been like?
We've hired on our executive team, the higher-level management. We've now worked our way to the middle management ... we'll be starting to introduce some of the hourly associates at the property.
What we continue to do is find new ways to recruit, getting out there, going face to face and [via] word of mouth. We work for a big management company, so we're trying to do postings through social media.
It's definitely been a challenge but it's a challenge we're up for and so far, so good.
What types of amenities are shared between the two hotels? What will be differentiated?
What's important for us is to provide two unique experiences. The only thing that's somewhat shared is a garden area that both guests can experience. But for the most part, we've kept it separate.
How are you best leveraging the team you have to take care of both properties?
We're going to have a handful of managers who are complex. I'm the complex general manager, so I oversee both brands. We're going to have complex director of sales managers, a few other managers. What will most likely happen is that there's certain associates that will 'live' in each hotel, because, again, they are two different brands and if we're going to make sure we're delivering 110% on our services, some of our associates [need] to be experts in that specific hotel.
While no one could ever prepare for the year we’ve had, is there one piece of advice you’ve learned along the way that will help you now be the best, most versatile general manager you can be at a time when flexibility is so important?
When I talk to our team, I made it abundantly clear we're in this together. Whenever we're faced with challenges during this opening, I know that we're going to face them together and we're going to get through it.
Early on in my career, I was so concerned about, is this the right way of doing it? Am I going to get in trouble? My message to the team is that there's going to be some highs and lows during this opening and everything in between. But what's most important is that we're extremely transparent with one another.
With all the stresses, things that we're navigating through — whether it be figuring out what our business is going to look like post-pandemic, are we going to open on time, are we going to have the right staff — at the end of the day, we have a great group that is going to be able to figure out how to open up these two hotels.