Renaissance Nashville Hotel
Renaissance Nashville Hotel
Our last Featured Customer was the Renaissance Nashville Hotel Office Tower – home to several Nashville businesses, including law firms, public relations firms, job placement agencies and publishing companies.
While many Nashvillians – even those who frequent the hotel – are unfamiliar with the office tower, comprising the top six floors of the Renaissance Nashville Hotel, the hotel itself has been a prominent Nashville landmark for almost 25 years.At 385 feet tall, with 25 floors, the Renaissance Hotel has been the Nashville Convention Center's anchor hotel since both were completed in 1986. The hotel offers 649 rooms, 24 suites, 25 meeting rooms and more than 31,000 square feet of total meeting space.
The hotel is frequently used by visiting professional sports teams, plays hosts to many high-profile functions for various conventions, and features the Bridge Bar – a unique lounge that crosses over Commerce Street, and offers interesting views of downtown. In 2009, a $10 million renovation was completed on the interior of the hotel.
John Fleming
General Manager
Since 1993, the Renaissance Hotel has been managed by John Fleming. As general manager, Fleming is responsible for overseeing the hotel's operations, sales and marketing, guest relations, emergency preparedness, and everything in between. Recently, we sat down with Fleming to discuss the hotel and tourism industry.
Q: How did you get started in hotel management?
A: I actually graduated with a psychology degree in 1974. I needed a job, and the job market was kind of bleak at that time, so I took a night audit job with a hotel owned by the Stouffer Corporation in Valley Forge, Pa. Stouffer was eventually bought out by Marriott, and because I was grandfathered in, I've technically been a Marriott employee for almost 37 years now.
Q: You've been at the Renaissance Nashville Hotel for 17 years. What's been the biggest change in your job since starting in 1993? What's been the biggest change at the hotel in general?
A: Technology has probably been the biggest change in the industry since I started here. We had computers in 1993, but didn't have the World Wide Web or e-mail. Fax machines were still popular, and we weren't using plastic key cards for guest rooms. Technology has made us more efficient and made it easier for guests to make reservations and plan vacations. As far as my job, nothing has really changed. My role is the same as it's always been. I'm responsible for the overall success of the hotel, and I still have to answer to owners, guests and my associates.
Q: What's the most challenging part of your job? What's the most rewarding part?
A: The most challenging aspect is balancing the economic roller coaster. When the economy is strong, our rates and occupancy levels are ideal. When the economy is sluggish, we have to change gears and become more focused on volume. My number one concern in a bad economy is making sure my employees have work. The most rewarding part of my job is the people I work with. I'm part of a great team, and many of us have worked here for a long time.
Q: Has the hotel been on DES' system since you've been the general manager?
A: Yes, the hotel has been on the system since it was completed in 1986. Of course, it was NTTC providing heating and cooling back then.
Q: As a GM of a large hotel, you've probably seen many other hotels in your career. Do you know how efficient the Renaissance's heating and cooling is compared to hotels that aren't on a district energy system?
A: I've worked at 11 different hotels in 10 different cities, and two of those were on a system like DES. I'm not sure if the
hotels on district energy systems are more efficient on a day-to-day basis, but they're definitely more cost-effective and convenient on a yearly basis. Using DES eliminates our capital costs, and we don't have to oversee in-house heating and cooling equipment. DES' services make things very easy from an operational aspect.
Q: What's the overall reaction to the $10 million makeover that was completed last year? Who selected the carpet colors?
A: The renovations have been very well-received by guests and employees. We really tried to make the hotel more user friendly with some of the technological upgrades, including additional TVs, iPod stations and computers with Internet access. We also added a Starbucks in the lobby and completely overhauled the Bridge Bar. Renovations in a hotel this size are really always ongoing. For instance, we recently completed renovations to our workout facility, which not only updated the equipment, but also added a lot of usable space.
The carpet was selected by an interior design firm in California. The carpet and other décor are designed to carry the story and feel of Music City into the hotel. We wanted guests to remember that they're in Music City when they stay here, unlike a lot of hotels where you feel as though you could be in any random city when you're inside.
Q: The economic climate continues to be challenging for the tourism industry. How has the Renaissance Nashville Hotel fared during the recession? Have you noticed an increase in business in 2010, and what's the forecast for the rest of the year?
A: Everyone in the industry has been affected, and we're no different. But Nashville wasn't hit as hard as other comparable cities, and within the Nashville market we've done better than our competitors. We're very fortunate to be next to the convention center, and that's a big reason our volume has been steady. So far, 2010 has been up from this time last year. And we're very optimistic about the rest of the year and beyond, especially with the potential Medical Mart moving into the convention center.
Q: What's your take on the Music City Center? What do you hope will happen to the existing convention center once the MCC opens? How will it affect the Renaissance?
A: I support the new convention center and think it's important for our local economy. I also think it creates a great opportunity for new growth if we can land the Medical Mart.
Q: What advice would you give to young professionals in the tourism and hospitality industry to put them in a position to be successful?
A: It's actually a pretty good time for young professionals to get into the industry. Marriott hasn't hired new college graduates for the past three years, but recently announced that it would start hiring new graduates again. This is a good sign for our company and for the industry. When looking for a job in this industry, I'd recommend three tips:
1. Research the company you're applying for a job with. Make sure it's a growing company, like Marriott.
2.
Enjoy serving people. There is a misconception in our industry that being a people person and serving people is the same thing, but it's not. Being a people person isn't enough; you have to be able to serve people too. If you can't or don't want to do this, you will fail in this industry.
3.
The last tip is simple. Take care of the people you work with.
Q: Is there a single memory – maybe a celebrity you met or crisis you faced – that has stayed with you since taking over as GM at the hotel?
A: Meeting Ronald Reagan is at the top of the list in terms of celebrity encounters. But April 16, 1998, will always be a day I remember as well. A tornado touched down in downtown Nashville. It was frightening for everyone in the hotel, but I'm proud of the way our staff and guests handled the situation. No one was harmed, and that's the most important thing.