The Homestead’s steady hand
A Q&A with Gary
K. Rosenberg, president and CEO of The Homestead
Related
story:
- When marble isn't enough
by
Doug Forshey
Virginia Business
April
2004
Gary
K. Rosenberg
Title: President and CEO
Years in the business: 34
College: Elizabethtown College
Major: Marketing
Born: Chester, Pa.
Current residence: Hot Springs |
Q:
How did you get into the hotel/convention industry?
I really grew up in the business. My dad owned a popular
local tavern in Chester, Pa. In the early 60's,
he bought into a hotel and I used to spend a great deal
of time with him there – although I really tried
not to go into it (the hotel business). I really wanted
a more normal life and tried selling printing equipment
for a few years but eventually came to the conclusion
that the printing business was not for me. I realized
that I had another 40 years to work and wasn't
going to win the lottery – so I wanted to find
a career that was something I knew and was fun. I started
out in hospitality as a night manager at a Ft. Lauderdale,
Fla., hotel and eventually came to work for ClubCorp
(the owners of The Homestead).
Q.
How did you end up working for ClubCorp?
They were looking for someone to manage a project in
Puerto Rico – a 3,000-acre resort. I accepted
the position and packed up my wife and two young daughters
(at the time, ages 1 ½ and the other just born)
and went to work in Puerto Rico for two years.
Q. What makes Virginia such a preferred tourist destination?
Many tourists come for Virginia's southern hospitality.
And the state has it all, from the mountains to the
seashore with easy access to everything. Virginia also
has one of the most successful brand campaigns in “Virginia
is for Lovers.” That slogan has had a dramatic
effect on tourism throughout the years.
Q:
What trends are you seeing in the hospitality industry
for 2004?
In addition to my duties at The Homestead, I continue
to be active in a number of regional and national associations,
including the American Hotel and Lodging Association's
Resort Committee, and the Southern Innkeepers Association,
where I (am) a past president. From that vantage point
I see a number of trends, not just at The Homestead
but at many other properties as well.
The past two years have been tough for us all. But now
we are seeing some real signs of improvement across
the industry. Group bookings have increased, some as
far out as 2008. But these group bookings, especially
corporate meetings, tend to be a little shorter than
in past years — on average about one day less.
And they tend to have little or no free time (for golf
and other activities). Nowadays it's all business.
Q:
What new projects are on the drawing board at The Homestead?
We recently completed a $2 million improvement in the
ski area with the addition of state-of-the-art snowmaking
equipment. Within the next 90 days we should complete
a new lodge and outdoor pavilion for our Shooting Club.
Down the road, we are planning a major renovation of
the Lower Cascades golf course, designed in 1963 by
Robert Trent Jones. Right now we are reviewing design
specs from several architects. Since ClubCorp is in
the golf resort business, we can work with the best
designers. The project is slated to be completed sometime
in the near future.
Finally, we need to make additions to our spa. Right
now we have a capacity problem as more people are coming
to enjoy its amenities. Six years ago we completed a
major $6.5 million renovation. The spa is one of the
main reasons people come to The Homestead.
Q:
You've been at The Homestead since ClubCorp purchased
the property in 1993. Where do you see yourself in 10
years?
ClubCorp doesn't move executives from property
to property like many other resort chains. I really
like what I'm doing and love the area and plan
on finishing my career here in Hot Springs at The Homestead.
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to Virginia Business - April 2004
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