Defining Hospitality

DH - Younes Atallah
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Dan Ryan: Today's guest has a wealth of knowledge on all facets of the hotel and hospitality industry. He's also known for pushing the envelope when it comes to overarching hotel strategy, sales tactics, programming, and beyond. He knows how to run a hotel and turn a hotel into something that is truly a destination.

He has extensive backgrounds in luxury hospitality, and he was recently voted in 2022 General Manager of the Year By the California Hotel and Lodging Association, something to be tremendously proud of. He's the General Manager at the upcoming luxury resort, the Regent Santa Monica Beach. Ladies and gentlemen, Eunice Welcome, Eunice.

Younes Atallah: Thank you, Dan. Good morning. Good to be here.

Dan Ryan: I'm so glad you're here.

on a couple of different levels because number 1, um, when I was an intern way back in college, 1 of the 1st tasks I was given, um, working at an interior design firm. was to go into every single room of the Regent Beverly Wilshire and measure every single room and every lampshade and even up into the presidential suite, which was so cool because that's where Ronald Reagan would stay.

And he was not, he was recently out of office, uh, no longer with us, but he would stay up there and the artwork up there was crazy. And as a 19 year old who was probably a little hungover, um, I hope I got all the takeoffs the right way, and uh, it was just a tremendous experience. So Regent, um, also in traveling to Asia a lot, there was the Regent's Shanghai when that first opened, and I really loved staying there.

And I'm so excited to talk to you, because Intercontinental Hotels... And the region brand are really like doing this tremendous relaunch, um, and refresh and reinvigoration of the brand and growth strategy throughout North America and the world. And I'm just grateful that you're here. And I want to talk a lot about that.

Um, but before we do, As this is the Defining Hospitality podcast. What, what does hospitality mean to you, Eunice?

Younes Atallah: Yeah, no, I, um, we'll talk a lot more about, uh, about regions. I'm very excited to keep, uh, I can talk about it all day. Um, you know, it, hospitality is an, uh, is, is, uh, is an interesting, uh, it's an interesting concept and I think, uh, um, you inherently have it or you don't. It's, uh, it's, it's a feeling. It's, uh, it's not something that, you know, you, you learn or you necessarily, uh, uh, can be, uh, Uh, educated on by reading a book.

Um, to me, hospitality truly is something that you do from your heart. It's treating people, um, as they come into your home. Um, you know, you, you have a friend or a family member or someone coming into, uh, into your house. You, uh, you generally will not say to them, Hey, there's a beer in the fridge.

Go help yourself. Uh, you're going to, uh, uh, actually ask them what they want, uh, ask them how they want it, and, uh, and you're going to do it, because you want to. You don't really think about it. It's not a thought process. It's something that just naturally happens. And when you take that on a...

Bigger level, in, a hotel environment, and you try to do that time and time again. Um, I think, I think that's, really what the essence of hospitality is. Um, on a bit of a side note, and, uh, you know, just to, just to, uh, be a little bit funny. I, I live life through humor, but, uh, someone gifted me, um, a little magnet many, many, many years ago that said, uh, hospitality is the art of making people feel like they're at home.

When you really wish they were, but, uh, .

Dan Ryan: Oh, that's good.

Younes Atallah: And sometimes, and sometimes you do, but, uh, but 99% of the time, uh, you, you do wanna treat people, uh, uh, as if they were your, uh, your own house guests in your own

Dan Ryan: So I'm intrigued by something that you said, because I've heard this come up in many conversations that we've had here, where it's like, um, and actually there's a tension between two things. It's hospitality. You either have it or you don't. And also, I got the feeling that you said maybe you didn't use the exact words of repetition, like you're doing it over and over, you're iterating it.

Um, so I agree with you. I feel like some people have it or they don't, but no matter how, if you, if you do have it, the only way it gets better is through repetition. So how do you find, how do you strike that balance between finding the people who have it, but then also the complete Iteration, iterative process of continuous improvement to like, let that gift that they have grow.

Younes Atallah: Look, it's just like anything else, whether you're, uh, you know, it's, it's, uh, uh, any talent that any of us have that's, uh, you know, we're wired a certain way. If you're an athlete or a musician or an actor. Um, you are only getting better through practice and, um, you don't do it, you know, you don't, you do it because you want to, but you also have people around you who are pushing you, coaches, um, who are teaching you new techniques, um, or, or, uh, uh, coworkers who are really lifting you up and, and making you that much, uh, that much better.

Um, you know, I think it's, uh, um, There's, there's a lot of analogies between sports and really any, probably any business, but certainly in hospitality where we're so integrated as teams and we really are, um, there's very, very few, if any positions in a hotel where individual contributors actually exist.

Um, and so, so kind of being uplifted by your team, challenged by your team, um, to keep doing, uh, what you do. I think that's what, uh, what really, um, sharpens those, uh, those skills and those talents.

Dan Ryan: I totally agree. And then, you know, I also hear a lot of people on this podcast and just in life and just colliding with other entrepreneurs and, um, Other managers, um, it's really like, the, the skills can always be taught, but it's the culture, which in this case of hospitality, it's, there's a way to, you either got it or you don't.

So it's like, you hire for the culture and skills are really secondary. And you, just by what you said, I gather that's your, your mode of thinking as Well,

Younes Atallah: Well, 100, 100%. I mean, it's, uh, it's, it's really a pretty basic concept, but, uh, it's, uh, it's exactly, it's exactly that. Um, none of us come out of the womb knowing how to, uh, You know, to revenue manage or to clean a room or, or, uh, or, or whatever the case might be. But, uh, but I truly believe that we're wired a certain way and, uh, and it's that passion to be people pleasers, um, and, uh, and, uh, value service.

Dan Ryan: Agreed. And also, Thank you. I know that you were kind of born into hospitality. So obviously you had it, but um, actually my question is, did you have it or was it just that your parents just like drilled it into you that you better have picked it up? Like, tell us a little bit about your journey from, because you were, you were an early adopter of hospitality.

Younes Atallah: Yeah. Yeah. So, um, my parents actually, uh, owned a, uh, a travel agency. Um, and so I, you know, from the day I was born, that was, uh, sort of what put, uh, what put food on the table was, uh, was that travel business. And, uh, they loved to travel. They did it a lot, both for work and for, for pleasure. And, uh, we were very fortunate that, um, they instilled that in us.

We went on a lot of trips as, as, as kids. Um, you know, I always like to say that, uh, Uh, they had this, uh, rite of passage. There's four of us kids, and all four of us had to... Work in the brick and mortar travel agency back, you know, way back then, um, in, uh, and, you know, during summers and, uh, uh, that kind of thing just to kind of, uh, A, I think it, uh, it, it taught us grit and the value of work, but also, uh, I think my dad was hoping that one of us would, uh, would pick up the business.

He ended up selling it and, uh, none of us picked up the business, but, uh, but, but, um, Uh, we all went through it to various degrees of success, if I might add, but, uh, but that was it. And, and, you know, I, I, I can actually, I was thinking about this, uh, leading up to today's conversation. Um, I probably can pin the exact moment that I thought to myself, I want to work in a hotel.

I was probably, I think I was probably 11 or 12. And, uh, uh, I was on vacation with, uh, with my mom and my dad. It was just the three of us and, um, just the feel. We stayed at a lovely hotel and a beachside resort and, um. Just the feeling I got, and the sounds, and the smell, and everything that I was looking around just being in the lobby, in the restaurant, in the pool.

Um, I, I, I felt a connection and thought to myself, I'm, uh, I'm gonna, I'm gonna do this. And there were some naysayers, um, in, in, uh, you know, kind of getting out of high school, and because everyone wanted to be a doctor, or an engineer, and, uh, or a lawyer, and I, Didn't want to do any of those things.

Dan Ryan: so you had the gene.

Younes Atallah: I think I did.

I think I did. Yeah. Yeah. Many years later, it appears to have worked out.

Dan Ryan: Well, I want to, if you don't mind, I'd like to circle back because I want to get back to your Career journey as well, but like before we get into there, um, I'm just really intrigued by the kind of this new, this renewed momentum into the region brand from IHG, um, the growth path. Um, I just wanted, if you could just tell us a little bit about from a luxury perspective, what role you find region has within the IHG portfolio and kind of like, Where do you see it going in this marketplace of so many brands and what, and then kind of zoom in on the property that you're opening the, uh, the region, Santa Monica.

Younes Atallah: Sure. Um, I, uh, I truly believe that what, what IHG is doing, um, in the, in the luxury and lifestyle space is, uh, is pretty tremendous. Um, you know, acquiring the region brand, uh, just five years ago in 2018. Um, was probably one of the best things that IHG did, um, or has done in order to, uh, position the company, um, to play in, uh, in the big leagues with many, many of our other competitors.

Um, Regent sits in the luxury and lifestyle, uh, segment, uh, with an IHG right, uh, right alongside, um, Six Senses, um, as well as intercontinental, um, Kimpton and, uh, and vignette collection, which is, uh, which is also an, uh, a new, uh, brand, um, under the umbrella. Um, I think that, um, the, the growth strategy for Regent is, uh, is being very deliberate and very thoughtful.

Um, it's, uh, it's not a mass produced brand. It can't be. It's, uh, you know, the cost of entry to start, but also, uh, the, the, the fact that Um, identifying locations and markets that can, uh, that can support it and, and, and really be, uh, be meaningful. Um, I think we're in great company, um, as far as our growth is concerned, um, within the brand.

This year alone, Regent, uh, opened a couple of, uh, really tremendous and iconic properties. The Regent in, uh, Hong Kong, um, is, uh, is back online. It's, uh, it was a flagship for many, many years and, uh, it's really great to see that property, um, Breathe a new, new life into it, um, as well as the Carlton in Cannes, which, uh, is an iconic property in the south of France, uh, opened just, uh, just around the Cannes Film Festival earlier this year, uh, to a lot of fanfare and, uh, uh, you know, I had a good fortune of doing a hard hat tour at that property, um, before they opened and, uh, it's, it's just, uh, it's just amazing.

Um. You know, Regent was for many years a very prominent brand, and there was quite a few of them throughout the world and in North America. You mentioned the Regent Beverly Wilshire, which is very much an iconic hotel here in the Los Angeles area. And I think, uh, uh, it doesn't matter how old you are, most of us, uh, probably have watched Pretty Woman once or twice and, uh, the iconic ness of, uh, of the RBW is, uh, is there.

So, so to bring the Regent brand back home to Los Angeles is, um, is, is very unique and it's, uh, it's a little bit nostalgic and a little bit romantic. Um, And, uh, really to, to situate it in Santa Monica is not only a testament to, um, to what IHG is doing, but really to the destination that Santa Monica is a robust, um, great city, um, that, uh, that is um, positioning itself to, to, to, to welcome, to continue to welcome, um, guests at, uh, at all levels.

And, uh, uh, I mean, I, I, I'm, I'm, I'm very passionate about Santa Monica. I can talk to you about it as well for a long time, but, uh, but I think it's, uh, it's just a match made in heaven, to be honest with you.

Dan Ryan: I couldn't agree more and I just have so many, like I said at the open, like just being 19 or 20 and being in every room of that region of Beverly Wilshire and just all of the memories and the movies and just the, the meta memories of just like the collective cultural Los Angeles memories. It's a really, it was really amazing.

And to be able to build that brand and expand that brand, um, It's just, it's really exciting to watch. Um, as you think about the Regent Santa Monica, where you are now, one of the things I'm curious about, and so many of our listeners are, especially like architects and designers and everyone who's actually doing the built properties, um, there are general managers who love operating a running hotel, and then there Many of those general managers, I would hope they all do that, but they just do not like the renovation part.

They would like to skip town, get out of Dodge, and go to another operating hotel. Um, so in a way, what you're doing right now with this, uh, reposition of a, of an asset, Are you a glutton for punishment as well? Like what, what, like as a general manager, cause you have so many stakeholders from owner to brand to guests not there yet, um, to your team that you're building and recruiting, like, do you thrive in that reposition renovation, um, environment or like, where do you fit on that spectrum?

Younes Atallah: Yeah, it's, uh, you know, as the words were coming out of your mouth, I was thinking to myself, God, I am glutton for punishment, you know, it's like, it's like, I mean, I haven't personally experienced this, but apparently, uh, you know, when, when, uh, when someone has a baby, they say, I'm not going to do this again.

And then they have another baby. And I think it's, uh, it's, it's, it's a little bit of that. Um, I've, I've opened a couple of hotels that I've been through. Uh. Several, um, uh, uh, renovations at, uh, you know, at different levels and different parts of my career. Um, I think this is the biggest one. Uh, you know, not nothing, nothing to this scale.

Um, and, um, the short answer to your question is yes, I, I, I think I am, uh, I do thrive in in that environment. I, uh, I'm, I'm a, I'm one of those people who, um, you know, doesn't really like a lot of routine and, uh, and, and loves a good challenge. Um, and, uh, loves orchestrating, uh, things and projects and people and, uh, and, and this definitely, um, uh, you know, satisfies all of, uh, all of those cravings.

Uh, but the one point that you did make is, uh, is all the stakeholders because there's a lot of, uh, there's a lot of stakeholders to, uh, to, to manage through this

Dan Ryan: I would say a lot of stakeholders. Every single hotel property that's out there, but in particular, like a new, like a quote, unquote, new luxury brand. That's, you know, really a new, a new acquisition to IHG within the past 5 years. Um, from an ownership perspective, like, there are a lot of stakeholders, but between brand, owner, team, I, feel like, What's that spinal tap thing?

It's like, turn it to 11. I feel like you're, you're, you're at 11

Younes Atallah: yeah, I, there are, there are many days that I feel like I'm at 11. Absolutely. Um, look, I, our, our, our business to your point, whether it's an operating hotel or a repositioning or an opening or, or at any, at any stage in a, in a hotel's life where we're in the business of relationships. Um, and I think that, uh, this puts relationships.

to, to the test and, and where I, where I sit, I always like to say our titles are General Manager. I know there's different iterations of the title these days, but we're General. I think that that word is really, really important. And, and being a generalist, um, you know, you become really good at it by being able to juggle so many balls in the air and managing so many personalities and, uh, and conflicting priorities.

Um, you know, for me, I, uh, it's a little cliche, but first and foremost, it's about my team, um, and, uh, and, and making sure that they have. What they need, the direction, the tools, the equipment, the support to, to really excel because they're the experts. Um, and then, uh, you know, alongside that, um, you know, very, very close behind is obviously managing the brand, the design teams.

ownership, um, budgets to a certain extent, um, and, uh, and a big part of what I, what I, what we, what I also am doing right now is getting the word out. Um, again, going back to the fact that this is a reintroduction of Regent. Um, there are, you know, uh, customers in our, that, that are, uh, not familiar with the brand at all.

And there are some who may remember it and, uh, and are excited to learn what, uh, the, the new, the new vision and of, of Regent looks like. So I've actually been spending quite a bit of time on the road as well, uh, you know, carrying the flag and, uh, and, uh, and, uh, uh, educating on, uh, our hotel specifically and, uh, on Regent in general.

Dan Ryan: and I love that you just finished that sentence with general because something really resonated with me as you were saying, you're a general or a generalist, a general manager.

Younes Atallah: Mm hmm.

Dan Ryan: And what resonated with a few minutes ago, you were saying you just, you don't like a lot of routine and that's what this renovation really helps do.

And I think, especially in the, um, in the resort type properties, I think what I'm so intrigued by as like an ADD entrepreneur is in that it's an operating business. But it has so many different channels of, of operation and revenue management from, from food and beverage to, I don't know what you have there, but like, I'm sure like bicycles to, um, just other experiential things to, I don't know what, you probably have a whole, uh, menu of just spa and this and that.

And, and to be able to work in a business and manage a business or start off. on a low rung as an entry level at a, at a place where there's so many different options. It would just seem to me that that's like, that's just very exciting because there's so many, going back to that knob thing, there's so many knobs to turn and optimize and get involved with and get alignment around.

Younes Atallah: Yep. No, you're, you're absolutely right. I think, uh, you know, the, uh, the, the, the fun part of all of this is, uh, is everything that you just said. It's, uh, how do all the pieces of the puzzle fit? Um, you know, what experiences are we creating? What's making us different? Because look, the competition is formidable.

And we can't, uh, you know, we can't shy away from that. There's, uh, there's great hotels out there. There's great hotels in Santa Monica. There's great hotels up and down the California coast. And so how do you set yourself apart? And how do you, um, You know, create this, uh, unique experience that, uh, that is not going to be a one and done, uh, but that you're going to create that loyalty, um, as a, as a result of it.

And look, we threw a lot of, we throw a lot of spaghetti at the wall and sometimes it sticks and sometimes it doesn't. And, uh, you know, we have an opportunity to, to reassess, uh, you know, pre opening, and I'm sure we'll have a lot of opportunities to reassess after we're operating once we're open.

Dan Ryan: But that, I love the metaphor also of the throwing the spaghetti at the wall because you do have so many channels. Obviously, number one is probably guests. Getting, getting heads in beds, right? But there are so many other, it's almost like a culture of experimentation as you're getting this, or repositioning this resort property as a regent.

And another thing, like, as a general manager, where you have so many Stakeholders, right? Um, I would just, I've heard this said, and I'll, I've said it on the podcast at some point, but if I spoke to a general manager before the pandemic about what would keep them up at night, it's not occupancy or ADR or all those other metrics.

It's. Are there housekeepers or engineers going to show up for work? Because it's such a hard, it's just hard. It's hard to recruit and train. But the other thing that I'll say, on the other side of that coin, and from what I've seen, I think that our industry, hospitality, especially a new hotel, um, like what you're doing in Santa Monica, I believe that the many of those entry level positions, I think that the There is such a steep curve or steep career path to management and to a career.

It's a career path. Um, and so that's just from my experience is like, just a fan of hospitality. But what are you seeing as a, as an operator?

Younes Atallah: Yeah. Um, well, you've, you've just mentioned a couple of things that I, uh, that I want to kind of touch on and, uh, you know, we can go back to, to one of them more deeply if we need to, but, um, I think the first thing that we as hotel operators and, and owners, um, and, and designers and, you know, across the board that we have to really kind of keep in mind is customers, our guests, customers.

Expect a comfortable bed, a clean environment, a room that's not noisy, a safe hotel, a safe location, a convenient location. These are all givens regardless of what, um, you know, what, uh, what, what part of, you know, what hotel you're operating, right? What level hotel you're operating. Um, And when you talk about a luxury hotel, it's sort of a given.

You expect beautiful design, you expect the best bed, you expect, you know, nice sheets and great food and a great, you know, all of that. Um, but the experience is... Um, is really, and the programming is really what people I think are looking for more than anything else. Um, it's one thing to show pictures of what a room looks like or to do a site inspection, but really to talk about when you come, especially in a resort environment, to your point, what is it that's going to make me think less about work?

What is it that's going to entertain my kids? What is it that's going to fill my day? And, you know, we talk about, you know, being in the business of creating memories. And I think our customers have heard that we tell, you know, all brands talk about it so much that a customer says, okay, so how are you going to, to, to help me create a memory?

Um, and as we're opening a hotel, I think those are the, that's the fun part of what, of, of what we're doing is. Um, you know, uh, what does the beach experience look like when someone comes to the, to the region, Santa Monica Beach? Uh, what does the pool experience look like? How, how can I keep kids entertained?

And buy in from the team to execute at the highest level and be creative. And, um, empowered to do the right thing, um, is, uh, is, is, is really key. I mean, we, uh, we have this, uh, you know, our ethos at our hotel is, uh, is we take care of each other. We take care of the guests. Uh, we do the right thing and we own any situation that comes along.

And I think if you put those, those things together, you, you, along with great programming and a great resort and a great design, um, it, uh, you know, it, it creates that experience. Um, the other part of what you just mentioned is, is people in the steep climb into management. good people and good talent is really, really hard to find.

And post pandemic, I think it's become even harder. Um, I think anyone that's listening, who's listening to your show will, uh, will probably attest that, uh, we, we struggled in 2021 and 22, and even Um, to find, to find the right people. I think people were just a little bit scared of, of going into hospitality.

Um, it's an industry that was incredibly impacted very, very quickly, um, in, you know, in the pandemic and, uh, and took a really long time to recover. Um, and so. People looking to enter the work world are a little bit more shy about it. But here's what I would say about that. Um, you don't get into this business for, for the glory or, or to become a billionaire, quite frankly.

Um, you get into this industry because it makes you feel good. And I will say that one thing that has not changed in the 25 years that I've been doing this, um, is if you're a hard worker, you're passionate, you've got your heart in that. And you show tenacity and interest in growth, um, it, it's going to happen for you.

And more so right now, it'll happen faster because finding good supervisors and managers and leaders is, um, is, is that much harder. I mean, I'll give you an example, um, at my own hotel of a, of a young man who, uh, who was a food runner had been a food runner for us, um, for a few years. And, um, You know, spoke to, came, came to see me directly, actually, and, uh, said, Hey, I, I feel inspired.

This pandemic has kind of given me a little bit of opportunity to, to think about things. And, um, uh, and I really want to get into management. And, uh, it was like something was listening to him because within a couple of weeks, we had some natural turnover, a position opened up. We took a chance on him and he's gotten a couple of promotions since.

I mean, the guy's incredible. He just had the tenacity and the gumption to actually ask for it and Our responsibility as hotel leaders and my responsibility is to make that happen for him and, uh, and, and, you know, develop that local talent. So that has not changed in hotels. I don't think

Dan Ryan: Um, okay, so if I love the story of him, I, you said it's a he, right?

Younes Atallah: it's.

Dan Ryan: the food runner, um, so who found this path into management, but also it's, it's kind of making yourself a little bit vulnerable, sharing that you want to get there, right? Um, and as I think about it, you said something when you talked about the type of people that need to be on your team from a cultural perspective, and you said something, and I'll probably mess it up, but you expect them and they expect themselves to do the right thing and own it.

Younes Atallah: Yes.

Dan Ryan: And so I feel like if you take that cultural value, I don't know if that's like defined anywhere, but do the right thing and own it and then overlay that with that hospitality gene and this career, steep career path, um, I would think it's a recipe for finding these incredibly talented partners, if you will, that, that, that if you.

If they have those two things and you're supporting them in that, I would think that it would be very easy to shine. And get into a management position and really develop a career and not just collect a paycheck.

Younes Atallah: Absolutely. I couldn't agree more. I think that, um, you know, we, um, a couple of things really quickly. The, the, um, that not just a paycheck and having a career is, uh, is really, is really important. I mean, what we do is a passion. It's not a means to an end. And I think that, uh, when you realize that, um, you, you really do shine to your point.

Um, but the other thing, and I challenge my, uh, My HR and marketing team with us all the time. We don't really do a very good job promoting ourselves as great places to work and to develop careers in hotels, to be honest with you, uh, you know, to varying degrees. I don't want to be unfair or kind of take a shotgun approach, but, um, but I think we can be a better, better at it, especially in this post pandemic.

It's even for individual hotels, not talking about big brands and, and marketing campaigns from that perspective as an individual hotel, how are you, um, selling yourself to, to potential to people who might think, Huh, okay, maybe a career in hospitality is, uh, is something that I, uh, I would thrive in and enjoy and, uh, and be passionate.

Um, I don't know the answer to that, but I think it's just, uh, it's a, it's a bit of a. That is something for all of us to, to kind of noodle as we, uh, as we, as we go after a small pool of talent. We're all going after the same pool of talent, right?

Dan Ryan: But I, I also think that there's so many kids out there that even from high school could get into hospitality and still have, be afforded the same opportunity as someone who has a four year or four year degree plus a master's degree in hospitality. Because like, like you said, you're kind of born with it.

And if, if you could come out of high school and start your path and and Own it and do the right thing and, and be in a, in a culture where you're supported. I mean, I would think that you would, you could quickly be in some sort of supervisory or managerial role and have a real clear career path without being saddled with so much debt.

It's crazy. And then even if you were to take that, you're, and if you take that debt off the table and then you're able to save, I don't know, 10, 15, 20 percent of whatever you're making. I would bet you after that six years or four years that you would have been in college. You have quite a nest egg that's already compounding, and I, maybe it is being talked about more, or I'm not reading the right?

magazine articles, but I feel like there's Totally.

something there that we need to talk more about.

Younes Atallah: Yeah. Agreed. I, I think, you know, look, college and, and a formal education is, is great. And I, uh, I don't, I don't wanna, you know, I, I want to go on record saying kids stay in school. You know, I think that that's important, but, but sometimes , sometimes it's not For , it's, uh, it's, it's a, it's not for everyone.

And b, There might be financial barriers, um, for, for that. Um, what I think a lot of, um,

Dan Ryan: analysis and life barriers, like, life

Younes Atallah: I like

barriers,

Dan Ryan: like, shit, what do I do? And I don't know, there's, just a... Hotels and hospitality, which is, I think, one of the largest employee employment bases. Hospitality in general in the country is probably one of the largest employers. But if you think about hotels and specifically large format hotels, where you have all these different channels and you're throwing spaghetti, like, I would imagine there's a lot of opportunity.

Younes Atallah: there's, there's, there's tons of opportunity and, um, you, you know, there's, there's, uh, not only is there a ton of opportunity, but there's also, um, As you develop your career, and as you shine, and as you show all of these things that you, you've just mentioned, um, most hotel companies, and I, I would venture to say most hospitality companies, even restaurants, and independent restaurants, and fast food restaurants, because it doesn't matter, it's all hospitality at the end.

Um, have continuing education, have ongoing training, um, have, you know, some really great programs that they end up paying for or included as, as part of your employment, uh, where you can take advantage of, uh, of it and, uh, and, and do it at your own pace, uh, without having to be, um, you know, in a, in a very literal environment of, uh, formal education or that sort of thing,

Dan Ryan: I'm picking up what you're throwing down. Like, I totally, I totally, that's totally like vibing with me. And I, I don't know if I could, if this podcast could just even touch. One kid out there that's like, Hey, let's, let's give this a go and see what happens. And, and then there's opportunity. I think that that's a success just for, just for doing this.

Um, so I want to also just, uh, you've been, you've been a general manager for a long time, um, at a whole bunch of different brands and companies and ownership groups. Um, I want to speak specifically about, um, your experience with IHG because just in. They made a really incredible acquisition of Kimpton, I think, a long time ago, and Kimpton, I've just done, they were like some of the first projects I ever worked on in, in my, in my day job, um, and I think that they did a really interesting thing,

and that they let Kimpton, like normally when a big company buys a smaller company, they kind of squeeze all the life out of it, if you will. And I think IHG has done an incredible job of letting Kimpton grow and flourish and kind of be their own thing. Um, and I'm curious with the acquisition of Regent, like what are you seeing there from like the larger, from the larger brand and letting you guys kind of, nurturing Regent as on the, as you're opening all these properties in the luxury segment?

Younes Atallah: Yeah. Um, to be honest with you, I think this was probably, um, one of the, one of the biggest advantages, um, you know, for me joining IHG as part of this project. And, uh, um, and I think the kind of going through choosing which brand was going to, uh, to, to be, uh, what name was going to be on, on, on the building.

Um, was the creative freedom that IHG, um, has provided for the region brand and the region brand has provided for, for the individual hotels. Um, the hotels are not going to be a cookie cutter from a design perspective or, or, or otherwise. They're going to, you know, there's, um, you know, we don't even have a specific, um, you know, guest amenity line, you know, for the bathrooms and shampoos and that kind of thing.

It's, there, there are guidelines.

Dan Ryan: now, now your phone is going to blow up.

Younes Atallah: Yeah. If you've already picked something, please don't call. But thanks. We'll take it under consideration. No, but I think it's great, right? You know, it's one thing to say, you know, here's the book, you know, do everything in the book, and you'll open a hotel. It's cookie cutter, and that works. That works in a lot of models, that works in a lot of, uh, in different segments of the industry.

But when you're providing You know, at the risk of sounding super cliche, but at bespoke and curated experience, you can't be a one size fits all. There has to be something that, you know, a feeling that you get when you walk into the Regent Santa Monica that you probably would get when you get, when you walk into the Regent Hong Kong or, uh, uh, you know, the Carleton and come.

Or the region Phu Quoc, which is a beautiful resort off the coast of Vietnam. Uh, very much on the bucket list. Um, so there has to be that feeling that you, that I think ties us all together, but the experience. And, um, you know, what you touch and what you feel, what you smell and your, your senses has to be specific to that, to that environment.

And, uh, and I think IHG has done a great job and, and, and, you know, in, in establishing the region brand to have that creative, um, uh, freedom for the hotel teams and the regional teams. Uh, to really, uh, address the needs of the market and the needs of the customer that's coming to the hotel.

Dan Ryan: Yeah, I just from like, as a outside observer, I'm getting that feeling as well. Um, in the, and then I want to go back to you back to your as a general manager, right? The generalist, the, uh, right? Um, uh, and I want to further dig into that whole idea of a steep career path. Um, as a generalist, right? You're also As all of us leaders, we also need to be looking to who's next and, and, and finding those rising leaders.

So for you as a leader, who's also hopefully searching and looking and nurturing new leaders up and coming, like, like the guy who, uh, the gentleman who you mentioned before, in the course of your week or day or month, how do you, I, I believe if you don't allocate time to certain things, Certain things don't happen.

So as, as a leader, who's looking for new leaders, what, how do you, um, dedicate time and what do you do? Like, how, how do you find these, this next group and how do you nurture them into leadership positions?

Younes Atallah: Yeah, that's, uh, I think that, um, for me personally, um, developing people is, uh, is, is. It's something I'm incredibly passionate about, um, and probably more than anything, it's what keeps me, um, keeps me going and what gets me, gets me out of bed every, uh, every day to be, to be very, very honest, especially at this point in my career.

Um, we, you know, I probably spend. I don't know, I don't want to, I don't want to necessarily, but probably, probably 70 percent of my day or week or month is, uh, if not more, is, is spent with people. I, uh, I'm a Virgo, so I am very bland, um, and my calendar is color coded and, uh, and purple is any people time.

And there's a lot of purple on my calendar, um, which, uh, you know, whether it's, uh, whether it's leadership meetings. Whether it's one on ones with, uh, with my, uh, with my, you know, the immediate, uh, team that I, that I work with. Um, we do, I do a, um, uh, uh, a couple of times a month, I'll do like, uh, uh, a lunch where we'll go off property and, um, with a, with, with a few leaders, four or five of them and, uh, just kind of have, uh, um, just a conversation.

Um, I do a, um, monthly. And a lot of people do this, but I do a monthly, um, a fireside chat type of, uh, type of forum, both with leaders, but also with, um, uh, with, with our team, with our line staff. Um, and, uh, every month a different group of people will, will show up, you know, 10, 15, 20 people. And I think these open conversations, um, enable me.

To kind of see that, that, that light in someone's eye and the questions that they might be asking and, uh, and, and, um, and, and kind of really hone in on it. And the other part, and I know I don't have an operating hotel right now, but, uh,

this is, uh,

I will. I will. I know. I will. I'm waiting. Waiting very patiently.

Um, it's a very fast moving train, Dan. It's a very fast

Dan Ryan: I can only imagine.

Younes Atallah: But, um, this is, again, so, so basic. But it's walking around your property and talking to people and observing people. It's managing by walking around. What a concept, right? But actually getting out of the office and, uh, and, um, And really seeing how people are behaving.

And, you know, sometimes you got to nudge them. Uh, sometimes you got to say, Hey, what do they want to do? What do you want to do? Why are you doing this? And, uh, and there's these aha moments that, uh, that the person you're talking to, or you nudge goes, Oh my God. Okay. This is interesting. Um, and then, uh, you know, the rest is history sometimes.

Dan Ryan: I love the, I, I'm a big believer in calendar And

blocking time and to see, like, you're to drop, like, the, uh, the Minnesota Vikings old defensive line, the purple people eaters. It's what's coming to mind, right? It's,

Younes Atallah: yeah,

Dan Ryan: you have, if you're not dedicating time to something, it's not going to happen. And I find that time blocking really important.

Actually, as you're also sharing that, um, strategic hotels owns. yeah.

your property, correct? You're part of their portfolio. And they also own the Four Seasons DC.

Younes Atallah: hmm.

Dan Ryan: I believe, I don't know, last time I checked, the general manager there is Mark Bromley, perhaps. Is he still? Okay, good. Um, so his dad, Stan, was kind of like a mini mentor of mine when I lived in San Francisco.

I would go have coffee with him. He was friends with my mother in law. Um, I mean, they're still friends, but, um, I remember walking around with him and he always had this like, you, you said, what was it called? Uh, management by walking around, right.

But he, he would do this thing and he, and it, he inspired me to get, uh, most of the time I always have like these little index cards on me in a little leather wallet to capture ideas, but he would walk around the hotel.

Uh, this was the millennium. The Four Seasons San Francisco. I don't know what it is. I don't even think it's there anymore. But, um, they, um, he would write down things. Fingerprints, stuff on the, on there. And there'd be fingerprints on the front door. And he'd, he'd know the front, the doorman and say, Hey, how are you?

And everything. But he wouldn't bring it up to him. He'd write it down and then, you know, he'd be walking around and find that person's manager and be like, Hey, you know, I noticed that they're, I'm, the fingerprints is a bad example. But anyway, just noticing something and like. Hey, what can we do to, to get this better?

And it's just like finding the appropriate time. Cause you're also, if he, as a leader talked to the doorman, he's taking away the opportunity for growth from the manager of that, of the doorman. So that was something he said to me over a coffee. He probably doesn't even remember, but like I was just really, um, taken aback by that and it's, it's just kind of sat with me.

Younes Atallah: Well, listen, uh, Mark is actually a dear friend, and I worked for Mr. Bromley at the Four Seasons San Francisco,

Dan Ryan: Oh, so we were probably there at the same time.

Younes Atallah: Yeah, you're, you're talking

Dan Ryan: Wait, was it you that was not managing the front doorman

Younes Atallah: was me

that was working I would follow that up to, with, with saying that, uh, it, it, it's that, it's those legendary hoteliers, to be honest with you. Um, who, uh, I, I think we, we all evolve and our styles evolve and technology evolves and our customer evolves and our teams evolve. Um, and so we as general managers also evolved from, you know, maybe a certain image to a different image.

I remember, and I'll, I'll get back to my point here in a second, but I remember going on a job interview. Looking like I do right now, this is many years ago. And the person who interviewed me said, well, if you want to be a general manager, you've got to shave your beard. And, and I was taken aback. I ended up not

Dan Ryan: And look at, and look at you now.

Younes Atallah: And it worked, but I think that that, you know, that, that mentality of that, you know, you have to look a certain way and behave a certain way. I think that has evolved. But what has not, or what we do stay true to, is exactly what Mr. Bromley would have done. And I, I would say that we've probably since replaced, uh, the note cards with, uh, with, with phones that have

Dan Ryan: Oh, right, so leave no doubt. Yeah.

Younes Atallah: and, and the following up with a quick text message. So, but, uh, but the essence of it is, uh, is, is, uh, is still the same. That's a great, great

Dan Ryan: Yeah, he's, he's awesome. I, uh, God, I gotta get in touch with him. I'll reach out. That's my note, my note to self. Um, wow. Okay, that's actually really cool. I had no idea that... That was the thread there. But,

Younes Atallah: business is way too small. This

Dan Ryan: well also, what I'll also share with the listeners, which, so I didn't know this, but I, I would, I heard, and I don't know if this is true, that if there was any, um, up and coming management person within Four Seasons, they would always send them out to California, or I guess when he, maybe when he was DC, and you would work under Stan, I called him Stan, but Mr.

Bromley, and uh,

Younes Atallah: I just, I would feel very funny calling him Stan.

Dan Ryan: oh,

Younes Atallah: I hope Mark's

Dan Ryan: well, you'll have to send it to him so he can listen. I'd actually, I'd love to have him on, that would just be a really cool full circle, or even like, talk to him and his dad at the same time, and like, that would be really cool. Alright, so I'm writing that down to make that happen. Um, well Eunice also, so I want to go back in a time machine with you.

So if you think about when you were working at the travel agency as a kid for your parents, right? And if the Eunice I'm talking to now with the beard, which I assume you didn't have when you were a kid, um, if you could magically appear in front of yourself. What advice would you have for your younger self?

Younes Atallah: Um, you know, it's, it's, uh, it's funny because I think that I, I feel that I've lived in a lot of places and I've been very lucky to live in a lot of places because I've said yes to a lot of opportunities. But I would probably say to myself, live out of a suitcase, even that much more. Um, go live in other places, go experience other cultures.

Um, you know, just, uh, uh, um. Even, even do that much more of

Dan Ryan: that's very millennial of you.

Younes Atallah: it's,

Dan Ryan: I love it.

Younes Atallah: it's. Yeah, you're welcome. Uh, I'm borderline millennial adjacent.

Dan Ryan: I feel like I'm all things. Gen X and millennial. And I even have a little Gen Z. God, God save me

Younes Atallah: Oh my gosh, yeah, yeah, yeah. No, I'm definitely very millennial. Um, I'm definitely a 90s kid. But, um, grew up in the 90s. But, yeah, I would say that. I think that, um, um, when you're, you know, as, when we're on our, Uh, you know, late teens or early twenties, and we're starting our careers.

Um, you know, we think that we, um, I thought, I'll speak for myself, I won't speak for anyone else. I thought that I knew everything, and I thought that, you know, this was where I wanted to be, and this was the location, and this was... And then, nothing goes according to plan at the time. And so, um, living out of a suitcase, and really just, uh, experiencing different things, and hotels...

you that opportunity, um, is, uh, is great. I mean, I wish I, I have, I wish I would have worked in a more international locations than I have, for example, or, uh, um, you know, I'm, I'm very grateful. I've worked in city hotels, beach resorts, ski resorts, um, golf resorts, big convention, uh, big boxes. But, uh, but that, that, that's something that I would say to a 15 year old, you know,

Dan Ryan: live out of a suitcase. I'm still doing it.

Younes Atallah: Yeah,

Dan Ryan: I just think about now, I'm like, Ah, okay, I get it. I also, I either have a half pack, uh, usually I have two suitcases. One is half packed and one is half unpacked at any given moment in my room and it drives my wife crazy. So, um, yeah, I just need to follow through and get my a d d generalist out of the way to pack and unpack all the way.

Um, so fast forward now to what, what is the slated opening Right.

now for, for the region? Santa Monica Beach,

Younes Atallah: Um, uh, December of this year.

Dan Ryan: December 23.

Younes Atallah: yes.

Dan Ryan: And then, okay, So, if someone is looking to go to Los Angeles for business or leisure, what, what can they expect from their experience at your hotel in December,

Younes Atallah: Yeah,

Dan Ryan: and onward.

Younes Atallah: yeah, I We're we're still working through the details of all of that Dan, but wait to put me on the

Dan Ryan: Gen, gen, Generally speaking.

what, what, what's your differentiator amongst all those great properties, um, up and down, uh, Ocean Boulevard and into the Western part of Santa Monica?

Younes Atallah: I I'll say it's I'll say it's two things. It's it's removing stress from Uh, from your entire experience. Um, one of our, uh, one of, one of the, one of our hallmarks and one of the things that we are hyper focused on is, um, having a dedicated person for, uh, you know, a dedicated team member, um, to really curate and handhold, um, everything that you need from the second that you hit our website or make your booking, however you make your booking through your travel advisor or, or so on, um, to the moment that you get home and removing that stress.

is, is, is, uh, is really what, uh, what, what will set us apart. I mean, you just think about it. I I'm, I'm getting on a plane in a couple of days, uh, for a business trip. And I have a very, very early flight and I booked. My ride share and I'm nervous that they're not going to show up And so I book it like three hours before my flight just in case they don't show up And and so there's a level of stress whether we acknowledge it or not And so removing that stress and that hassle will be is is going to be a differentiator for sure I truly believe that and the other thing is Once you're here experiencing, uh, not just, uh, like we talked about a beautifully designed, um, resort with, uh, with a lot of amenities and a great bed and, uh, and, and, and amazing food, um, and a fantastic spa, but really going home and saying.

Um, that experience that I just had at the Regent Santa Monica is one that I want to repeat, is one that I want to tell my friends about, um, my colleagues about, and, uh, and, and really to, to, to turn you into a raving fan.

Dan Ryan: love that. So building a, uh, you're going to do everything in the experience you can to build a legion of, of raving fans,

Younes Atallah: That's, I'm going to hold on. Let me write that down.

Dan Ryan: but you can listen to it later and write, really, you can play it as slow and write it really slowly.

Younes Atallah: but very well put. Yeah, that's, that's,

Dan Ryan: Fantastic. Um, well, I've really enjoyed our conversation and like, as we're wrapping up, if people wanted to learn more. about you or the hotel. uh, what's the best way for them to get in touch?

Younes Atallah: uh, I, uh, I'm, I'm a bit of a, uh, LinkedIn junkie, so you can find me on LinkedIn. Um, Eunice Atala. They're pretty, uh, pretty easy to find me. Um, and then, uh, um, for, as far as the hotel is concerned, uh, we'd love, uh, we'd love you to, uh, to get more information and stay up to date on our Instagram page at Region Santa Monica.

Dan Ryan: Okay. And we'll put all that in the show notes for anyone who's making their way through the City of Angels. Um, okay, cool. And so again, Eunice, like a heartfelt Appreciation and gratitude for you for investing your time. I know how crazy you are as a glutton for punishment and doing opening hotel. Uh, I'm just really grateful that we had this time and mutual connections that I wasn't aware of.

So thank you for your time and, and, and your attention.

Younes Atallah: I appreciate the opportunity, Dan. Thank you very much for, uh, for your hospitality and, uh, for making this, uh, a fun, uh, a fun

Dan Ryan: Wonderful. And then, uh, I'd be remiss without thanking all of our listeners. Um, if this changed your idea on how to deliver hospitality to others, uh, please pass it along because we've only grown by word of mouth. We just passed our two year anniversary, so people are listening because we're growing every week and we couldn't do without you.

So thank you. Thank you, Eunice, and goodbye.