On The Cover - November 2006

Veteran hospitality executive Michael J. Dimond is a nice guy who has finished first. When he retires in January after 45 years of service in the industry, it’s fitting that a man named Dimond will end his stellar career at the Jewel of the Rockies — The Broadmoor in Colorado Springs.

A Country Christmas, Dimond’s shining success, lights up Opryland Hotel.

“It’s all about the journey,” says Mike, who is senior vice president of sales and marketing. His journey began just after college in 1961 when his mentor Bill Hughes, retired senior vice president of marketing for Regency Hyatt Hotels, convinced Mike to hang up his football jersey for the more “glamorous” front desk clerk’s uniform at the Holiday Inns of America, Dayton, OH. Somewhere between the check-in and the check-out process, Mike found his passion, and it’s carried him up the ranks of management and marketing at properties such as Regency Hyatt Hotels, Gaylord Opryland Hotel & Convention  Center, Saddlebrook Resort, Boca Raton Hotel & Club and Caesar’s Palace in Las Vegas.

Clockwise from top left: The Broadmoor’s “War on Room Nights” —“General Patton” Mike Dimond is flanked by (l to r) Mark Klein, director of conference planning, André Guitierrez, director of reservations, and John Washko, director of sales; Dimond with mentor Bill Hughes (left), V.P. of Hyatt Regency Hotels (retired) who hired Mike out of college, and friend and colleague Bill Griffin, president of Quest International; Dimond accepts the Convention Industry Council “Hall of Fame Induction, 2000” with (l to r) daughter Debbie, wife Lou and son Michael.

Mike’s flair for building business by generating excitement in a destination reached a zenith while at Opryland Hotel when he reached out to Grand Ole Opry stars such as Johnny Cash, Minnie Pearl and Grandpa Jones, and created the critically acclaimed “Country Christmas,” a family entertainment show that annually attracts more than a million people.

When Mike and Jack departed Opryland in 1997 there were more than four million group room nights on the books as well as an 85 percent occupancy rate for 20 consecutive years. Mike attributes this to the right

“The opening of Opryland Hotel in 1977 was an anomaly...No one was building meeting space in excess of 100,000 sq. ft.”

formula of meeting space, being within 500 miles of 50 percent of the country’s population, and having the stars aligned to open a new meeting destination. And, the niche of Music City USA didn’t hurt. The formula worked so well that two additional phases were added, bringing the total rooms to 2,890 with more than 650,000 square feet of meeting and exhibit space.

That same business model was used in the development of additional Gaylord Hotels in Orlando, Texas and Washington, D.C. According to Mike, many in the industry copied the model: The Hilton Anatole in Dallas, Marriott World in Orlando, Mandalay Bay in Las Vegas and Hyatt Regency Chicago. Mike said that every major hotel chain chasing group business started to look at adding bigger ballrooms, more breakout space and even exhibit halls.

The list of Mike’s awards, recognitions and leadership positions is long, from the prestigious Academy of Leaders Award from ASAE to being inducted into the Convention Industry Council’s Hall of Leaders, to HSMAI honoring him in 2004 as one of the “25 Most Extraordinary Sales & Marketing Minds in Hospitality & Travel.”

Clockwise from top: Dimond with Dave Hinton (left), founder of Hinton & Grusich and John Metcalfe, founder of Associated Luxury Hotels International; Dimond enjoying “The Bob Hope Christmas TV Special” at The Broadmoor with Steve Bartolin, president and CEO of The Broadmoor, and 1988 Miss America Kaye Rafko; Dimond welcomes jazz guitarist Earl Klugh to The Broadmoor for the resort’s popular “Weekend of Jazz” programs.

A Simple Handshake
A nearly five-decade career tends to give you great perspective on how the business has evolved. Once upon a time, before there were all those depersonalized RFPs, you had to vie for business by putting yourself out there, Mike said, flexing your creative muscle and giving persuasive presentations on the potential client’s turf. Technological advances are great, Mike said, but there is still no substitute for networking and personal contact. Nowadays, liability issues and a litigious society have changed things, too. Mike remembers when complex deals were sealed on a simple handshake. But, as they tell you in the military, survival is all about how well you adapt and adjust to change.

Mike’s Career Path 1960–1962 Holiday Inns of America, Dayton, OH. Entry level position on front desk. 1962–1973 Regency Hyatt Hotels, New York City, Washington, D.C., Atlanta, GA, Los Angeles, CA, Seattle, WA. Held various management positions and opened Hyatt’s first national sales offices in New York and Washington, D.C. 1973–1975 Doral Hotel & Country Club, Miami, FL, National Sales Director. 1975–1985 Gaylord Opryland Hotel & Convention Center, Nashville, TN, Vice President of Sales and Marketing. 1985–1986 Saddlebrook Tennis & Golf Resort, Tampa, FL. Vice President and General Manager. 1986–1987 Boca Raton Hotel & Club, Boca Raton, FL, Senior Vice President of Sales and Marketing. 1987–1989 Caesars Palace Hotel & Casino, Las Vegas, NV, Senior Vice President of Marketing. 1989–1992 The Broadmoor, Colorado Springs, CO, Vice President Sales and Marketing. 1992–1998 Gaylord Entertainment Co., Nashville, TN, Senior Vice President of Marketing for parent company, which included Opryland Hotel & Convention Center, Opryland USA Theme Park, General Jackson Showboat, Grand Ole Opry and Wildhorse Saloon, Springhouse Golf Course and The Broadmoor. 1998–2002 The Dimond Marketing Group, Nashville, TN, Chief Rainmaker, Consultant for the Hospitality Industry. 2002–2006 The Broadmoor, Colorado Springs, CO, Senior Vice President of Sales and Marketing.

Mike’s done all of that by not only staying on the cutting edge of technological advances that boost sales but by “creating synergy between operating departments” so the commitment to marketing dollars remains strong to help reinvigorate business, especially during down times. Mike’s “if you market it they will come” philosophy and creative energy has set the bar high for those who follow. His innovative entertainment concepts such as the “Country Christmas,” The Broadmoor’s “Colorado Christmas” and its popular “Weekend of Jazz” hosted by friend and jazz guitarist Earl Klugh are all winning formulas that reenergized sales.

Mentoring Is A Gift
Four years ago, after a 10-year absence, Mike reconnected with Steve Bartolin, president and CEO of The Broadmoor, taking over the position of senior vice president of sales and marketing. Said Bartolin, “What I admire most is Mike’s passion for selling and his respect for the customers. We have a 25-year history with one another,” Bartolin continued, “and with our decision to add the recently completed 60,000-square-foot ballroom, I couldn’t have made a better choice to help brand and position it. Mike did an incredible job in leading our sales and marketing efforts and mentoring his replacement, John Washko.”

Trendsetters 2002, Broadmoor Executive Committee (l to r) Craig Reed, director of F&B, Cindy Clark, director of HR, Terry McHale, director of engineering, Ann Alba, resident manager, Dimond, senior V.P., sales and marketing, Jim Flood, director of finance, and Steve Bartolin, president and CEO.

Mike remarked, “Working again with Steve these last 4½ years have been the happiest years of my life. A protégé of the Jack Vaughn School, I have witnessed firsthand how Steve has positioned The Broadmoor as one of the leading resorts in the world. Most will agree that Steve Bartolin is one of the finest hoteliers in the country...I consider his friendship a special gift.”

The gift has come full circle, with Mike himself having become a mentor to many in the industry. He is quick to point out how proud he is of George Aguel and Jerry Wayne who worked with him at Opryland. “Today, George and Jerry are icons in our industry, and I am very thankful for their support,” Mike said. Others whom he credits include David Hinton, founder of Hinton & Grusich, John Metcalfe, founder of ALHI, Chris White, founder of Krisam Group, Dick Boehning, president of Saddlebrook Resort, Ted Kleisner, president of The Greenbrier and Dan Reichart of Las Vegas.
Said Wayne, vice president, sales and marketing, The Greenbrier, “There has never been anyone like Mike and probably never will. He has built his successful career on non-traditional ideas using traditional means to literally set new standards for our industry.”

Aguel, senior vice president, Walt Disney Parks and Resorts, added, “Mike is just as principled, passionate and foundationally strong today as he always was. He’s never lost any shred of his passion.”

Retirement doesn’t mean the journey ends for Mike, it just continues on another path. Known throughout his career for the quote, “What does it all mean?” Mike is now in a position to answer that question. Affectionately known as “Shiny Dimond,” Mike’s next creative venture is sure to shine brightly throughout the industry — a memoir of his exciting and rewarding career.

“I never really thought what I did was work but instead a passion. I consider myself very fortunate that I represented great properties that have given me the support and resources to accomplish our goals and objectives,” he said. “I never second-guessed my decision.”   C&IT

MY SURVIVAL GUIDE Colleagues have asked me many times how I have survived in a demanding 24/7 business, and stayed active and productive. Success can be summed up in my six A’s: ATTITUDE. Maintain a can-do attitude, always be willing to try new things and be open minded. Having passion for what you do makes the journey a whole lot of fun. I’d rather have an inexperienced person with a great attitude than an experienced person who is negative or combative in negotiating with clients. ASSUMPTION. We assume we know what the client’s needs are, but never assume anything! You might have a piece of business for three consecutive years but don’t assume they will be back next year. Check and double check everything! We are in a business of details. ANTICIPATION. Stay one step ahead! In the hospitality business we need to live in a world of anticipation. Try to anticipate the wants, needs and desires as well as challenges of executing a great event for your groups and guests. Try to anticipate before they become a problem. AUTONOMY. Take ownership of resolving the problem. Not in the sense of working alone but giving your people the autonomy of resolving issues that may arise. Empower. APPRECIATION. A sincere and keen appreciation of the business coming through your doors. Let them feel the love! Never take business for granted! ACTION. I never left a meeting without asking what the action steps are and who is taking ownership. So many times people sit around and talk strategy but there are no action steps. — Mike Dimond