We’re excited to introduce you to the always interesting and insightful Jack Olshan. We hope you’ll enjoy our conversation with Jack below.
Jack, thanks for joining us, excited to have you contributing your stories and insights. Let’s start on the operational side – do you spend more of your time/focus/energy on growing revenue or cutting costs?
I believe that prioritizing driving revenue over cutting costs is far more important. Cutting costs can lead to an experience that is not what you originally intended to create. On the other hand, driving revenue is more challenging but provides an opportunity to flex my creative muscles and create offerings that will attract people to our Hotel, Restaurant, and Event Space. Some examples include our trivia series, live music events, wine dinners, private bourbon barrel selections, guest appreciation month, and more.
Jack, love having you share your insights with us. Before we ask you more questions, maybe you can take a moment to introduce yourself to our readers who might have missed our earlier conversations?
When people ask, “How did you get into the hospitality industry?” my answer is fairly simple; it was something I was born into. Both my grandparents and parents owned and operated hotels and restaurants. I began helping out by folding towels when I was just 4 or 5 years old. By the time I was 12, I was already working in my parents’ hotel. Despite swearing that I would never enter the hotel business, here I am.
Initially, I started University as a pre-med major. However, I found myself skipping my clinicals to work my part-time job, which eventually turned into a full-time position at a nearby Radisson hotel. It was something I loved doing. After college, instead of returning to my parents’ hotels, I ventured into the role of a hotel inspector. This experience was incredible as it allowed me to visit over a thousand hotels across North America and the Caribbean. It gave me invaluable insights into what worked, what didn’t, and sparked my creativity with innovative ideas.
After my time as an inspector, I joined America’s Resort, The Greenbrier in White Sulphur Springs, WV. There, I climbed the ranks to become the Director of Operations. It was during this time that I discovered my passion for working in luxurious, unique, or boutique hotels, as opposed to big box brands.
Subsequently, I moved to the only 5-star resort and restaurant in Texas, the Relais property, The Inn at Dos Brisas (now closed). Following that, I was involved in opening the Hotel Covington in Covington, KY. Finally, I landed my current role at Midmark Corporation as the Director of Hospitality. Here, I oversee a range of properties including hotels, restaurants, event centers, lodges, golf courses, and customer experience trips.
My goal is to be remembered for creating unique hospitality experiences that give guests a sense of place and authenticity. Additionally, being a great father to my two daughters and a supportive husband to my wife, Cassandra, is equally important to me. She’s my biggest fan and supporter.
Can you tell us about a time you’ve had to pivot?
When COVID began to be talked about in 2020, I could have never imagined the damage it would inflict on the hospitality industry. For the first time in my career, I found myself locking the doors of a hotel with uncertainty about when we would reopen. In fact, the front doors of the hotel I was operating didn’t even have locks initially, so we had to use bike chains to secure them. However, we couldn’t afford to just sit and incur losses. We had to devise strategies to generate revenue, even if it was minimal.
We began offering meal orders for curbside pickup, initiated a pickup cocktail program, and organized food drives for our teammates who were struggling with reduced income. It was a situation I never could have imagined, and I sincerely hope to never experience something like it again.
What do you think helped you build your reputation within your market?
I believe that building your reputation starts with your employees. When your employees are happy and trust you, it translates into a genuine hospitality experience that spreads like wildfire in the current climate. Recently, one of my guests made a very impactful comment to me. He said, “The experience I had at your hotel and restaurant gives me hope for restaurants and hotels again.” What did he mean by that? It really highlights the current state of service and hospitality. When did “hostile” become a part of “hospitality”? It’s a bizarre phenomenon where guests expect poor service and employees expect difficult guests. I’ve never seen anything like it, and it is a direct result of the challenges posed by COVID.
Contact Info:
- Website: www.hotelversaillesohio.com
Image Credits
Catie Viox Photography