Palazzo Arzaga

Through Foresthills Hotels & Resorts, Kenyon Price took over as manager for a new hotel opening in the Lombardy region of Northern Italy. The hotel, which had only been open for 45 days before the takeover, was in tremendous turmoil with major customer complaints. This luxury hotel failed Preferred Hotels & Resorts inspection. In a very short time period, Price established standards, built a customer care program that emphasized the Italian culture, assumed the role of General Manager and led the hotel by example with a hands-on approach to operations and guest care. Just 90 days later, this hotel achieved one of the highest rating in Europe from Preferred Hotels & Resorts.

Rosewood Training Team

During his tenure with Rosewood Hotels & Resorts, Kenyon Price enhanced the role of the Rosewood Training Team to improve the operating levels of all hotels worldwide. He initiated the concept of self-directed work groups to assist the Executive Committee with operations and training projects and to play a substantial role with the hotels’ orientation of new associates.

St. Regis Hotels & Resorts, Inc.

Kenyon Price assumed the role of VP Operations for the St. Regis brand in one of the most difficult times in the world (September, 2001). The brand lacked continuity regarding standards throughout its portfolio of hotels. Price implemented brand initiatives that are necessary to the luxury market and established minimum operating guidelines. He created and presented the Foundation for Excellence workshop, which included in-depth training tools, management skill sets and leadership principles. The results included established, consistent operating standards in very department, for every property.

One example of this re-engineered operating standard was the redesign of the arrival and departure process. The arrival and departure process used to be a unique experience at most luxury hotel properties. With St. Regis properties, this experience was forgotten. Although the guest was treated with politeness and professionalism, there lacked a feeling of warmth and relationship. Kenyon Price and the management teams completed and re-engineered the arrivals and departures process by identifying and highlighting the experiential steps for the guest.