Originally appeared in Condé Nast Traveler in October, 2017
Condé Nast Traveler readers rate the top hotels in the Rocky Mountain state.
Denver, Colorado, United States
#9
94.44
Denver, Colorado, United States
#1
97.28
Denver, Colorado, United States
#2
96.96
Boulder, Colorado, United States
#3
96.36
Aspen, Colorado, United States
#4
95.8
Vail, Colorado, United States
#5
95.7
Telluride, Colorado, United States
#6
94.91
Denver, Colorado, United States
#7
94.76
Vail, Colorado, United States
#8
94.72
Denver, Colorado, United States
#9
94.44
Denver, Colorado, United States
#10
94.35
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Originally appeared in Puget Sound Business Journal in October, 2017
Construction is wrapping up on an eight-story hotel in the heart of South Lake Union, and the pink accents on the dark exterior subtly suggest whimsy.
This subtleness is sucked out of the air when the hotel general manager, Jerry Stotler, starts talking about the hotel, the West Coast’s first Moxy, and the South Lake Union neighborhood he renamed “Swanktown” a couple years ago.
“I’m kind of known as the mayor,” said Stotler, the gregarious Seattle hospitality industry veteran who holds weekly “town meetings” in the bar of Republic just down the street from the 146- room Moxy.
Set to open in mid-December at 1016 Republican St., Moxy is Marriott International’s new boutique brand for budget-savvy travelers who like to mingle.
“It’s somewhat of an upscale hostel experience,” said Stotler.
Over there, he said pointing to a spot in the lobby, is where the teeter-totter will go. Stotler calls it the first hotel lobby seesaw in the world. When guests, or “fun seekers,” arrive, they’ll be served a Moxy cocktail: Bacardi Dragon Berry run with lime juice, cherry bitters and a splash of red wine served with a paper zebra straw.
These and other touches, along with “furiously fast” Wi-Fi, ooze sexy and smart, and are intended to make Moxy stand out from the slew of other hotels opening in Seattle. Visit Seattle, the region’s tourism group, anticipates 3,000 new hotel rooms over the next few years in anticipation of the $1.6 billion addition to the Washington State Convention Center.
Moxy rooms average 200 square feet. There are no closets and no dressers but hooks where guests hang their clothes and gear. King-size beds sit on a pathway of motion-activated LED lights that guide people to the bathroom in the middle of the night.
In the lobby guests will be able to flip through a vinyl music collection as Instagram feeds from around the world scroll over four 40-inch screens. There will be trivia nights and other events, and grab-and-go food and drink – local juices, Beecher’s Mac & Cheese and Re:public-made breakfast and lunch wraps.
The Seattle Moxy is a franchise developed by Colorado-based Stonebridge Cos., which also is developing a 15-story Residence Inn by Marriott in the nearby Denny Triangle neighborhood.
Stotler, who has 30 years of experience in the hotel industry, was so smitten by the light- hearted, fun character of the Moxy brand that he resigned as general manager of the upscale Hotel Bellevue to take the job. He said it’s as though Marriott “built a brand for me.”
By: Marc Stiles
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Originally appeared in HOTELS Magazine in October, 2017
For its Twitter takeover strategy, Renaissance New York Midtown received a Best of the Best (BOB) nod in our 2017 Social Hotel Awards.
At first, the thought of a stranger hijacking your hotel’s social media for the day seems like the ultimate PR nightmare. But that’s because you’re not thinking with the gusto of the Renaissance New York Midtown, which did just that via a Twitter takeover courtesy of musician Confidence Killion.
It wasn’t just a fly by night effort. Guidelines for Killion, whom the hotel put up complimentary during his four-day tweeting escapade, included the number of tweets he should produce while there (six to eight photos and two to four videos using the specific hashtags, #renhotels, #nycmidtown and #itsmeConfidence) as well as a focus on sharing any food, drink, and art he experienced during his stay
The biggest challenge? According to Justin Ellison, director of guest services for Renaissance New York Midtown, it’s making sure that the influencer’s followers actually follow them to your hotel’s account for the takeover. To try to avoid that, the Renaissance had Killion tweet several times the week before the takeover event asking his followers to come along for the ride.
Social takeovers can have kinks, but, according to Justin Ellison, director of guest services for Renaissance New York Midtown, in the end, they’re worth it.
“Having an influencer do a takeover generates a huge amount of engagement, whether it’s retweets, comments, likes or follows,” Ellison says. “Takeovers can really show the style and service level of your hotel in a way you have been able to before – through the eyes of a guest who is seeing your accommodations and service for the first time.”
A four-day “Twitter Takeover” at Renaissance New York Midtown (via musician Confidence Killion, pictured) generated 10,432 in impressions and 4.7% engagement on the hotel’s account.
The plan: Partner with Confidence Killion and Black Label Records to host a Twitter Takeover on Renaissance New York Midtown’s account. Target goals set were 5K in impressions during the four days of the takeover and an engagement rate of 3%. Twitter was chosen as the channel was struggling with gaining followers and reaching peak engagement levels for the hotel.
The practice: The hotel asked Killion to state to his followers that he would be taking over our Twitter account for four days in the week before he did. The culmination of the takeover was a live performance in the hotel’s lobby bar, parts of which were also featured on Twitter.
The payoff: Before the campaign, the property had roughly 2,500 impressions a week on its Twitter account, with 1.4% engagement. The four-day campaign generated 10,432 in impressions and 4.7% engagement on the account.
By: Chloe Riley
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Originally appeared in WVU Today in September, 2017
When students in West Virginia University’s Hospitality and Tourism Management program landed internships and employment at a local Morgantown hotel that was ramping up to become a Marriott, they knew it would be a great deal of work. They knew it would be a great deal of commitment. And they knew it would require them to focus entirely on the Marriott brand that had become an international standard.
What they didn’t know is how much it would benefit them as they work toward entering the industry where they plan to make their marks, an industry that sees $2.7 billion in direct spending by resident and international travelers in this country every day, according to the U.S. Travel Association. As students at the WVU College of Business and Economics, they can take advantage of the business school’s relationships ranging from the world-renowned Greenbrier to Hilton, from Disney to Nemacolin Woodlands Resort, and from Snowshoe Mountain Resort to IHG — as well as a number of other resorts, hotels, outdoor recreational companies and restaurants.
As luck would have it, the Waterfront Place Hotel right in the students’ back yard in Morgantown was undergoing a two year-long process to become a Marriott hotel, the Morgantown Marriott at Waterfront Place. The property, owned by Stonebridge Companies, had served as a “learning lab” since the inception of the WVU program in the fall of 2014 in response to the hospitality and tourism industry’s prominent place in West Virginia’s economy. In the latter part of 2016, students were propelled into an international brand and, perhaps, the opportunity of a lifetime.
“We work with several international brands, and there is no question Marriott is one of the most recognized brands in the world,” said Frank DeMarco, teaching associate professor in the Hospitality and Tourism Management program. “Marriott International has more than 6,000 properties and is a $17 billion company. We knew this represented a great opportunity for students.”
Nobody knows that more than 21-year-old B&E student Matthew Smith, a senior from Damascus, Maryland, and a Stonebridge scholarship recipient. Smith has excelled so quickly at the property that, as an intern and employee, he was promoted to front desk supervisor this past summer.
“I am responsible for ensuring that our guests enjoy their stay in Morgantown while holding up the Marriott standards. Throughout April of this year, our team spent about 40 hours per week working directly with Marriott trainers that helped us through the opening process,” Smith said. “These days consisted of classroom-style lectures followed by role play examples that allowed us to directly apply what we learned.”
And Smith is a classic example of someone who has benefitted from the program’s experiential learning. He has participated in a market research study team and has analyzed reports that tell him how a hotel is performing in a specific market. He looks at data that include occupancy, average daily rates and revenues.
Recent graduate Brianna Austin, who grew up in the shadow of The Greenbrier, is currently working at Stonebridge’s corporate offices in Englewood, Colorado, in the real estate and property development sector. A double-major undergraduate in hospitality and tourism management and accounting and an August MBA graduate, she has made the most of her time in transition to the Marriott and in working for the ownership group.
“I started out at the Waterfront Place Hotel in September 2015 as a sales and marketing intern, then moved to a rooms division intern the following January of 2016. The new internship allowed me to start out in housekeeping, then to valet, and finally to the front desk,” the 23-year-old Austin said. “This gave me a better sense of how each department works together and communicates with one another. After that I started working at the front desk part time, then eventually full time. I also made it a point to work in the restaurant as well as in the banquets department whenever they needed extra help.”
Chris Manley, Stonebridge’s chief operating officer, is a firm believer that the hotel is an instrumental classroom, and its transition into Marriott is an invaluable learning opportunity. “The future of the hospitality industry resides in the students within our education institutions,” said Manley, who serves on B&E’s Hospitality and Tourism Management Advisory Council. “Our investment in the Morgantown community provides a great vehicle for a mutually beneficial partnership with WVU. As hospitality professionals progress through their careers, they rarely have an opportunity to participate in the transformation of one community institution into a new and improved product. The experience has been very uplifting, and the scholars’ influence and excitement in the process has been noticeable,” he said.
For students, Marriott has been a family-led brand for nearly 90 years that has properties in 122 countries and territories. That, Manley said, opens up a world of opportunity for them.
“While the fundamentals of operating a boutique and brand hotel are similar, there is a reason that Marriott has grown to be the largest hospitality company in the world,” he said. “They have the systems, processes and resources available to maximize the guest experience and deliver the ‘Distinguished Hospitality’ for which Stonebridge is known. A scholar graduating with the additional hands-on experience of a Marriott project can add insight and value to any future hotel immediately, whether it be in Morgantown or Manhattan.”
WVU business school student Amanda Baer, 20, of Charles Town, West Virginia, has taken the approach of getting a food and beverage job at the hotel to help prepare her for what is ahead. A double-major in hospitality and tourism management and marketing, she hopes to secure an internship for the upcoming spring semester.
“Working at the hotel during the transition was very rewarding,” said Baer. “I learned how to work through the big changes. I got to meet many new people who told me about their experience working for Marriott and how they got to where they are today. It was a very influential experience.”
Morgantown Marriott General Manager Neil Buffington said the hospitality transition experience sticks with a person, and that he is living proof of that. “Anytime someone in the industry or a student studying the industry gets a chance to transition a property from an independent to a brand, they should cherish the experience. If these students stay in hospitality, it won’t be the last time they renovate and transition a hotel or restaurant. Having this experience will help with the next transition where they will be better prepared and can share their knowledge with those with less experience. The Morgantown Marriott project was my second hotel renovation and it went much smoother with the experience I gained on the first.”
Experience is key, plain and simple. DeMarco said students in the program are required to complete two internships, so that they will be competitive in the industry after graduation and be able to compete for a leadership role. Each internship is comprised of 150 hours of on-site work.
“The internship experience enables students to apply the principles they learn in the classroom in a business environment,” he said. “To be a successful leader in the industry, you need to put into practice what you’re learning.”
And these future business leaders believe the experience with an international brand has served them the world on a silver platter.
“Marriott International is a brand that has endless opportunities,” Smith said. “With hotels across the world, there is no limit to the number of jobs that are available. For a motivated student and associate like myself, Marriott has everything that I could ever want. The company’s training and voyager programs offer great opportunities for recent college graduates within the hospitality industry.”
Austin said, “I plan to continue learning as much as possible to figure out what my strengths are in the hospitality industry. The position that I am currently in allows me to learn about the other side of hotels and gives me an appreciation for the work I do every day. I have found that I really enjoy the operations aspect of hotels and hope to one day manage a property that provides a high level of service.”
“I have learned so much about the hotel industry and use a lot of my knowledge from class to help me excel at work as well. What I learn in class closely correlates to what I do at work, and absolutely puts me a step ahead of everyone else,” said Baer.
Buffington said that WVU’s program is rich with outstanding students, and that their experiences at the Marriott are helping to launch their careers. “There are some incredible students graduating from the program,” he said. “Many students stay on at the hotel after their internships, and relationships grow. And many will have opportunities to start their careers after graduation at Morgantown Marriott or another Stonebridge property.”
In the end, DeMarco said, it’s all about the educational experiences students now have and what that means for life after college. “At WVU’s business school, we are encouraging students to study abroad to experience different cultures. Our association with Marriott gives our students an additional dimension of opportunities for international travel, and to interact with international guests and learn about their cultures,” he said. “This hotel becoming a Marriott also allows our students to access the Marriott Global Source resource, which has by far the best training and development resources in the industry.”
Buffington said, “These students are getting experience and training the Marriott way, a way that has developed since the first Marriott hotel opened in 1957. They also get to put Marriott on their resume, which gives them a huge advantage over college graduates who may have gone to schools without the relationships WVU has.”
By: Patrick Gregg
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Originally appeared in Lodging Magazine in August, 2017
Navin C. Dimond, who founded Stonebridge Companies 25 years ago, serves as its president and CEO, overseeing the company’s development and investment functions from its Denver, Colo., headquarters. He says the positive growth of the company, which now employs nearly 3,000 associates and owns and/or operates over 50 hotels nationwide, is to a great extent due to its staff-supported hospitality culture and a commitment to service. “Our hotels remain true to our culture of delivering ‘Distinguished Hospitality.’ We have a team of enthusiastic people who create a respectful and enjoyable work atmosphere, and come in every day focused and ready to provide unparalleled service to our guests.”
How did you get your start in the hotel industry?
I consider myself an “accidental hotelier.” It was not by design. I initially founded Stonebridge Companies to own and operate a shopping center in Arvada, Colo. At the time, I was less interested in the hotel industry and more interested in other types of real estate, like office, retail, and warehouse. But when an opportunity came in 1991 to purchase the Bronco Inn motel, I was intrigued by the property’s potential. Charting unknown territory came with its set of adversities and risk, but I was dedicated and driven. In the beginning, my wife and I did much of the work ourselves, which gave me a better appreciation for the industry and associates. From that point forward, the company grew in both properties and staff.
What are the benefits of modular building, and how might it meet the needs of the hospitality industry?
Labor shortages and pricing are driving alternative forms of delivery, which is where modular building can be a potential solution, especially in urban locations. While the current pricing is not necessarily less expensive than traditional construction, there are significant benefits in both a shortened construction time and increased construction quality. We ourselves recently used modular building methods for a Courtyard Marriott located on the campus of Washington State University (WSU) in Pullman, Wash. In addition, as part of a research and development project for Stonebridge, we engaged construction management and hospitality and business management students from WSU to test the hypothesis that modular construction is a viable technique for future hotel construction. We challenged these students and faculty to come to their own conclusions on the cost-benefit analysis of the long-term viability of modular construction in the hospitality industry, and I was very proud to have students from my alma mater participate in the project.
What are some challenges you’ve encountered when growing staff and how are they best managed?
Stonebridge is always looking for associates who have a genuine passion for both hospitality and creating memorable experiences for our guests. In companies with a growth trajectory like Stonebridge, managing an expanding team is a top priority. Growth within our company presents unique opportunities for existing associates to take the next leap in their career development.
Is your leadership team mostly home grown?
One of the four tenets of our mission statement is “careers,” with a focus on team member development. Stonebridge’s best leaders are constantly spending time mentoring fellow associates to help them achieve the next phase of their career. Our human resource initiatives are focused on personal and professional growth. They include continuous training, competitive benefits and compensation, rewards for performance, and celebrating successes at every level.
What do you like best about working in the hotel industry?
We are an industry that achieves success from the positive energy generated through people serving people. Whether it’s our leadership team or our associates, there has been a dedication in Stonebridge Companies to provide our unique “Distinguished
Hospitality” to our guests for 25 years.
By: Ellen Meyer
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Originally appeared in New England Real Estate Journal in August, 2017
The Boston economy continues to prosper with low unemployment and continued job growth. This has fueled positive hotel performance with a record occupancy of 76.5% achieved in 2015. The Great Recession of 2008/2009 seems like a distant memory as we are more than halfway through our 8th year of the economic recovery. According to Smith Travel Research, the Boston MSA ranks 5th in top 25 hotel markets in the United States in Revenue Per Available Room (RevPAR) behind New York, San Francisco, Oahu and Miami and the market commands the fourth highest Average Daily Rate (ADR) in the country. While these statistics are impressive and it has been a very strong run for the city, 2016 was the first “hiccup” year with RevPAR down year over year 0.6%. 2017 has been stronger with positive RevPAR growth of 2.4% through June YTD, but for the first time in many years room supply growth (3.1%) is outpacing room demand growth (2.8%). One of the factors that has elongated the run in Boston is extremely high barriers for new construction driven by high construction and land costs, a tight labor market, and a challenging permitting environment. Despite all of this, the 2017 numbers reflect a trend of supply growth catching up with demand growth and this means there will be winners and losers in the fight for room nights. Many submarkets have not had supply additions for ten or more years and, in cases where demand growth is limited, new product usually steals market share.
In suburban Boston, the Residence Inn in Needham is a perfect example of a new product (opened in August of 2013) that is undoubtedly stealing market share and occupancy from older, dated competition in Dedham and Waltham. Several other new hotels are under construction in Needham and Waltham and they are all Hilton or Marriott select service brands (Hampton Inn, Residence Inn, Fairfield Inn and Homewood Suites) that have a very competitive operating model – limited food and beverage outlets and meeting space but offer free breakfast and new, very high quality room product. In the case of the Residence Inn Needham, most of the competition is thirty plus years old and it is an easy decision for the customer to choose “new” vs “tired and dated.” Even older properties that have been renovated to stay competitive underperform versus new product. Functional design challenges such as low ceiling heights, small bathrooms and inadequate HVAC systems cannot be changed. The hotel brand companies, particularly Hilton and Marriott, continue to push up the quality level of all of their select service brands that they franchise to developers. The late 80’s/early 90’s Hampton Inn or Courtyard by Marriott bears no resemblance to the current prototype for these brands. This new room product is competitive with any older full service Hilton, Marriott or Hyatt, and today’s customer has less need for a hotel restaurant and other amenities, particularly in an urban setting. In fact, a high quality fitness area is more important. The majority of millennials and Gen Y travelers are looking to explore the neighborhood they are visiting and dining at a hotel is usually not a preferred option. The shifting of market share from old to new is all part of the cyclical progression in the hotel business. In an up market, supply can be easily absorbed, however, in a flattening or down market, the new, “fittest” properties will greatly outperform and the oldest competitors will lose substantial market share. The Route 128 corridor is not the only sub-market that is experiencing supply growth and shifting of market share. Brookline, Cambridge, Watertown, Medford and Chelsea have all had recent hotel openings, most of which have been very successful.
Another subset of new supply that the hotel companies are pushing is “lifestyle” product that targets specific demographics and promotes creating unique experiences for the customer. Marriott has spear-headed the launch of the Spanish brand AC Hotel in the US positioning the design as European modernism and promoting a unique “lifestyle” experience. There are now two AC Hotels open in Cambridge and Medford and two more under construction in Boston and Brookline. The look and feel of the product is very upscale with a sleek, urban design and customer feedback has been very positive. More of this type of lifestyle product is coming and will steal market share from older, tired properties.
The last category of new supply entering the Boston market is micro hotels. Citzen M, Pod, Yotel and Moxy (backed by Marriott) are all relatively new micro hotel brands. A Yotel is under construction in Boston in the Seaport District and a Moxy is in planning for downtown. The prototype room in a Moxy Hotel is only 180 square feet, compared to 280 to 300 square feet for a typical Marriott or Hilton select service product. This allows a developer to fit up to 40% more room inventory in the same allowable square footage. The micro hotel rooms are very small with the emphasis on the bed and bathroom with very limited work space or furniture. The brands are primarily targeting millennials promoting style, design and an active bar scene. Each arriving guest is offered a free signature cocktail when you check into a Moxy. The jury is out on how successful the micro hotel brands will be but they are already very successful and competitive in New York City.
Whether traditional, lifestyle or micro, new supply in Boston is very real and, as market growth abates, the “fittest” will outperform.
Jim Luchars is chief investment officer for Stonebridge Companies, a hotel development and operating company. Prior to joining Stonebridge, Luchars was a principal at AEW Capital Management overseeing all hotel investments. Luchars has over 25 years of experience in the hotel business and commercial real estate.
Founded in 1991 by Navin Dimond, Stonebridge is a privately owned, innovative hotel development and hospitality management company. They manage a portfolio of 45 hotels across the United States, and provide investor opportunities, hotel development services, hotel management services, and hospitality career opportunities to our partners and associates. Currently, their hotel portfolio is comprised of 7,000 guest rooms across multiple select-service, extended stay, mid-scale, and full-service hotel brands located in primary and secondary markets.
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Originally appeared in HOTELS‘ in July/August, 2017
HOTELS has been ranking the world’s biggest hotel companies since 1971, when the “Service World International 100” was led by Holiday Inns Inc. and its 1,293 hotels and 182,513 guest rooms – the biggest hotel chain in the world and a US$1 billion company. ITT Sheraton Corp. of America followed with 225 hotels and 59,600 rooms. These trailblazers were just starting to conquer the world.
Today, globalization rules and the conquerors are not yet satisfied. The mantra remains size equals leverage, and leverage means everything to marketshare. Marriott International has broken the 1 million room barrier for the first time in industry history and has its sights set still higher as multiple competitors, including Hilton and several emerging from China, nipping at their heels.
Best of all, the rankings on the following pages are a sign of a healthy industry prepared to reach for more as travel continues to grow.
For now, enjoy the list based on data as of December 31, 2016.
Stonebridge Companies ranked 164, up from 211 the previous year, with the addition of six new hotels to the portfolio.
By: Jeff Weinstein
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Originally appeared in Perkins School for the Blind in July, 2017
Public school student Natacha learns housekeeping skills at the Residence Inn through the Perkins World of Work program
As the industrial washers and dryers whir behind her, 21-year-old Natacha is hard at work. She pulls sheets, pillowcases and towels out of the dryer bin, carefully folding each one and placing it in the appropriate stack.
For Natacha, learning to do this work now means she’ll have the skills she needs to gain meaningful employment in the future.
That’s the aim of Perkins School for the Blind’s summer World of Work program, which places students who are visually impaired at internships that best suit their skill sets across the Boston metro area. The program is one of several Perkins Outreach programs, open to public school students, which prepare teens who are blind for future careers.
“Most high school kids who don’t have visual impairments can say, ‘I had a summer job once,’” said Perkins Job Developer Karen McCormack. Students who are blind also need work experience, including “social skills and traveling skills, so they can be active and engaged in the community.”
During the five-week program, students live on campus and commute to their workplaces each day. Natacha, who has low vision as a result of retinitis pigmentosa, an inherited retinal degeneration disorder, takes the bus independently to the Residence Inn down the street in Watertown, Massachusetts.
“Perkins found us the perfect candidate,” said Residence Inn General Manager Sharad Chand. “She’s cheerful, she’s engaging, she communicates well with the team. She’s done a tremendous job.”
Natacha works with the housekeeping staff, learning to load and wash different linens at the appropriate temperatures, as well as folding everything that comes out of the dryer. She also cleans guests’ rooms after they leave, stripping the beds, removing towels and emptying the trash.
Val O’Brien, the director of housekeeping, admitted she was nervous in the beginning about working with an intern who was visually impaired. But “I’m relaxed now. I can leave her alone and I know she’s able to do it.”
To get the position at the Residence Inn, Natacha had to go through a formal process. She filled out an online application and collected and submitted her I-9 documentation, which was a good experience, said McCormack. “It’s very much what anyone going to work would have to do.”
As the weeks progressed, Natacha gained more confidence in completing her tasks – to the point where her daily check-ins with Perkins job coaches felt like interruptions.
“She’s happiest when the Perkins supports fade and the people who work here are doing the training,” McCormack said. “She’s very proud to work here.”
Chand is thrilled to hear that. Since the Residence Inn opened last year, he’s been working to make the location as accessible as possible to people who are visually impaired. There’s braille throughout the property, which was tested by Perkins students. The Residence Inn also joined the Perkins-Business Partnership, an alliance dedicated to breaking down employment barriers for people who are blind.
“We want to make sure this relationship is lasting,” said Chand, who sees opportunities for students to shadow employees at the front desk, as well as train with food and beverage services. “I feel it’s going to be very meaningful for years to come.”
By: Karen Shih
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The brand new Courtyard Pullman opened July 25th, 2017! Courtyard Pullman was the first Courtyard by Marriott® to built using modular construction, a unique form of construction that involves on-site and off-site construction to speed up construction time. Located on campus, this hotel is one of two Pullman hotels located right on Washington State University‘s campus in Pullman. This Pullman hotel offers a wide range of amenities, including The Bistro®, which offers refreshing breakfast choices in the morning, and a variety of dinner, beer and wine options in the evening. The Bistro also offers specialty beverages made with Starbucks® coffee, available all day.
Accommodations include 122 spacious king and double queen guestrooms that combine comfort and functionality. Connect to free internet throughout the hotel and flexible spaces where you can work or relax. At the center of it all is The Bistro, your destination for a great breakfast, or drinks and dinner during the evening. Meeting space is plentiful, with three breakout rooms and one executive boardroom, totaling over 3,500 square feet of flexible space for your needs. Our fitness center ensures your routine won’t fall by the wayside during your stay. At Courtyard, we’ll make sure you thrive during your stay.
Courtyard by Marriott Pullman Washington
1295 NE North Fairway Road
Pullman, WA 99163
Hotel Phone: 509-332-1500
Hotel Fax: 202-695-1233
Website
Originally appeared in Hotel Online in July, 2017
Pullman, WA – July 19, 2017 – Courtyard by Marriott Pullman is scheduled to open its doors in Pullman, Washington on Tuesday, July 25, 2017. Featuring an innovative lobby space as well as Courtyard’s latest contemporary room design, the new hotel provides flexibility and choices that allow guests to optimize and elevate their travel experience.
Located at 1295 NE North Fairway Road, on the campus of Washington State University, the 122-room hotel will operate as a Marriott franchise, owned and managed by Stonebridge Companies. Whether traveling for business or pleasure, guests of the Courtyard Pullman will have convenient access to Washington State University’s Martin Stadium, Palouse Ridge Golf Course and the University of Idaho.
Courtyard constantly researches trends in order to meet the changing needs of its guests. The latest room design offers hybrid zones for working, sleeping, relaxing and preparing for the day. Other additions include indirect lighting and a neutral, tone-on-tone color palette, which makes for a soothing and calm environment.
“From day one, Courtyard has prided itself as a brand that listens to business travelers,” said Callette Nielsen, vice president and global brand manager, Courtyard. “Today’s technology has changed how people travel. Our guests want a room that has purpose and flexibility that enables a seamless transition between relaxing and working. Courtyard is designed to offer them a relaxing and functional space to work the way they want to, when they want to.”
“We are pleased to own and manage Courtyard by Marriott Pullman,” said Navin C. Dimond, founder, president and CEO of Stonebridge Companies. “We have a strong relationship with both Marriott and Washington State University, and we know that this hotel will stay true to our Distinguished Hospitality™ brand as we continue to provide modern comfort and convenience to our guests.”
The new room design is intuitive and thoughtful, offering flexible yet comfortable spaces that enable technology. Upon arrival, guests can store bags on the “luggage drop” and charge personal devices into the “tech drop” ledge for seamless technology integration.
Signature furniture and architectural elements replace traditional art in the new guestroom. The “LoungeAround” sofa offers a pop of color and a comfortable area for relaxing or for working. The new design also features a light desk on wheels, allowing guests to work from anywhere in the room.
An upgraded, more spacious layout creates an enhanced bathroom experience. A “Shower Nook” housing shampoos and towels, makes amenities accessible without having to leave the shower.
The Courtyard Pullman also offers the Refreshing Business lobby environment, where guests can enjoy an open and bright area outside of their rooms. Along with media pods, complimentary Wi-Fi and a variety of seating zones, the redefined space is ideal for everything from pop-up meetings to social gatherings. The lobby also features The Bistro – Eat. Drink. Connect®, offering casual, flexible seating; easy access to food and high quality, healthy menu options for breakfast; and light evening fare, including snacks, cocktails, wine and beer so guests can unwind.
Throughout the hotel, guests can connect with ample electrical outlets. The business library features several computer terminals, along with a printer and separate computer stations dedicated solely to printing airline boarding passes and checking flight status.
Green has been Courtyard’s signature color since Marriott launched the brand 30 years ago. Now it is even greener with the introduction of a guest recycling program for the environment. Receptacles for paper, glass, plastic and metal are conveniently located by side exits.
The four-story hotel features an outdoor hot tub, fitness center and guest laundry, and offers four meeting rooms with 3,266 square feet of meeting space.
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Sal Aquilato, Vice President, Design and Construction
Trey O’Shields, Chief Financial Officer
Jason Gaede, Vice President of Capital Strategy
Judy Blattert, Vice President of Sales and Marketing
Steve Johnson, Vice President of Information Technology
Tommy Nigro, Vice President of Real Estate
David Chin, Vice President of Information Technology
Matt Friend, Vice President – Risk Management
Scot Cameron, Vice President – Development and Construction
JB Bettinger, Vice President Human Resources
Rhonda Dye, Vice President – Hotel Operations
Jack Paul, Vice President – Hotel Operations
Jane Gomez, Vice President – Hotel Operations
Sandra Esparza, Vice President – Hotel Operations
Scott McChesney, Senior Vice President – Acquisition and Development
Randy Santulli, Senior Vice President – Hotel Operations
Howard Pollack, General Counsel
David Womack, Chief Financial Officer
Jim Luchars – Chief Investment Officer
Chris Manley, Chief Operations Officer
Navin C. Dimond, President and CEO
