Northstar

20 | www.travelweekly-asia.com GAME CHANGER Tina Edmondson calls the merger between Marriott and Starwood, "the most significant milestone in Marriott's legacy." "I often refer to the merger as a perfect marriage. The operational excellence and expertise of Marriott International coupled with the branding and marketing genius of Starwood – the coming together of these two companies makes for a demographics. We have to look at the world through the eyes of our affluent travellers, see what is going on in their world, so we can help luxury hospitality evolve." Edmondson said one of the key skills for today's hospitality is learning how to share your brand's best practices, how to heighten awareness of the elements that are truly successful. And for this, she turns to social media. "Customers are more interested in listening to their peers and other consumers talking about a brand, versus a brand talking about brand. In a way, the experience you provide is a jumping-off point for consumers to endorse you and be talking about you. We are providing the right inspiration for consumers to be posting on all the relevant social media platforms." It is of the utmost importance to Edmondson to be at the cutting edge of what is going on within the social and cultural fabrics of her markets. "We all know travellers are buying experiences over luxury goods, and this experience economy is good news for us. But we have to make sure we lead in terms of innovation, coupled with good, warm, genuine care for our guests." Not only is Edmondson juggling brands, she's also mother to a teenager. But rather than seeing this as a challenge, she welcomes the additional skills it brings to her leadership approach. "I think being a parent helps as it gives you a lot of patience. You see the world differently. You feel you want to make things right for the right reasons. You have a bigger purpose." By Catharine Nicol Tina Edmondson, global brand officer, luxury and lifestyle brands, Marriott International, started her career as an accountant, but once she moved to operations, her 26-year career in first Starwood, then Marriott, took off. Now working across both companies thanks to the merger, she advocates her leadership style across all Marriott brands. be comfortable with taking chances and being open, even when they might feel discomfort doing so. "A team of people who are similar to you or to each other isn't so healthy," she points out. "It's easy, because everyone gets on the same page really fast, but there's no real disagreement. With disagreements come your best decisions. "The fiercest arguments yield the best answers. And I work hard to ensure an environment where people feel they can speak up with no repercussions." She backs this up with a personalised approach to how she leads. "Leadership is a one-on-one sport. It's not a 'one-size-fits-all. It's a very personal, individual and special relationship that you have with your team," she said. "Everyone is different and wants to be treated differently. Good leaders are able to understand that. They understand what is going on in a person's life. They understand the whole person and not just the person who shows up to work. It's important, both for continuity and tenure." Within her team she teaches the same philosophy by example. "I encourage them to get exposed, to do things they haven't done before, to take chances and to fail. These are all really important. We can't be shy about trying things. Not everything may work – but that's ok, as long as we learn." A vocal advocate for continuous learning, she continually updates herself on what her affluent customers want from her brands. "Luxury today is more about a mindset than geography or "Luxury today is more about a mindset than geography or demographics" – Tina Edmondson, global brand officer, luxury and lifestyle brands, Marriott International Inside the world of Tina Edmondson W Shanghai – The Bund Wet Deck perfectly balanced whole." At a Hong Kong media event, she highlighted the Marriott International Luxury portfolio with 365 properties in 61 countries across The Ritz- Carlton and Ritz-Carlton Reserve, The St Regis, W Hotels, EDITION, The Luxury Collection, JW Marriott and Bulgari brands. She mapped out a head-spinning 30 openings planned for 2017, and 180 in development globally, opening up 20 new countries for the brands. Asia Pacific's representation is one third, with 113 properties over 10 countries and 13 to come. Juggling these, and many more brands simultaneously, each with their own personalities, target markets and campaigns, is a big challenge. However, after spending 18 years with Starwood and another eight at Marriott, Edmondson has learned the brands from the inside out. "I know each brand intimately and I have personally worked in the field," she explained. Edmondson has embraced life-changing challenges throughout her career. "Every few years, I experience a pivotal moment," she said. "My secret is that I have always tried to do something different that I've never done before. "It's very uncomfortable, but it helps you grow. One of the biggest pivotal moments was my decision to leave Starwood in 2008. I struggled with that one. But as it turned out, we are all back together again." She also wants her colleagues to

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