HOSPITALITY

The Soul of Sandals

An Interview with Adam Stewart, CD, Executive Chairman, Sandals Resorts International

Over-the-Water Bungalows at Sandals Royal Caribbean in Montego Bay, Jamaica

EDITORS’ NOTE Adam Stewart is Executive Chairman of Sandals Resorts International, the company founded by his father, Gordon “Butch” Stewart, the legendary hotelier who passed away on January 4, 2021. He previously spent more than a decade as Deputy Chairman and Chief Executive Officer of SRI. His efforts have been recognized by numerous hospitality industry awards including being named the 2015 Caribbean Hotel and Tourism Association Hotelier of the Year. In addition to his responsibilities as Executive Chairman, Stewart continues his leadership role in the family’s extensive hospitality, media, automotive and appliance business holdings, including his position as Executive Chairman, The ATL Group, comprising the Jamaica Observer, the country’s leading daily newspaper, and ATL Appliance Traders, a chain of domestic and commercial appliance outlets combining exclusive distributorship of the world’s top electronic brands with exceptional customer service throughout Jamaica. Deeply committed to the region, he is the President of the Sandals Foundation, a 501(c)(3) nonprofit organization aimed at fulfilling the promise of the Caribbean community, and also served as 1st Vice President of the Jamaica Hotel & Tourist Association and is chair of the country’s Tourism Linkages Council, which seeks to enhance the capacity and competitiveness of local suppliers, making the strength of tourism work for all. He was also recently appointed to the Executive Committee of the World Travel & Tourism Council. Stewart has been personally recognized as the Jamaica Hotel and Tourist Association’s Hotelier of the Year 2015, World Travel Awards’ Rising Star, Caribbean World’s Travel and Tourism Personality of the Year and received the Distinguished Alumni Torch Award from FIU and The Gleaner Company’s Jamaica 50 under 50 Award. Stewart graduated from the acclaimed Chaplin School of Hospitality & Tourism Management at Florida International University in Miami. An avid adventurer and lover of the sea, Stewart was inspired to share his passion for the Caribbean and launched the region’s premier tour company, Island Routes Caribbean Adventures, offering unique and exciting tour and adventure experiences throughout the region. Island Routes has since transformed from a small island outpost to a multiple World Travel-Awardwinning company employing 200 people and offering hundreds of adventures in 12 countries. In 2020, Stewart played an integral role in managing the company’s response to the COVID-19 pandemic. Under his guidance, Sandals Resorts International implemented the respected Platinum Protocols of Cleanliness at Sandals® Resorts and Beaches® Resorts to ensure guests’ and team members’ safety. Additionally, he consulted with industry groups, government entities, health organizations and international associations alike for the betterment of the travel industry. His work guaranteed Sandals Resorts and Beaches Resorts was at the forefront of providing a safe and enjoyable destination for international travelers. COMPANY BRIEF World-renowned Sandals Resorts and Beaches Resorts (sandals.com; beaches.com) has transformed from one brand and one resort in Montego Bay, Jamaica to become one of the most well-known and award-winning hospitality names in the world. With four brands and 23 properties in eight countries including Antigua, The Bahamas, Grenada, Barbados, Jamaica, Saint Lucia, Curaçao and Turks & Caicos, and a ninth location coming soon to St. Vincent. Sandals Resorts and Beaches Resorts is the undisputed leader of Caribbean vacation experiences and remains fiercely committed to the region, dedicating itself to innovative resort development that in the words of Founder Gordon “Butch” Stewart, “exceed expectations” for guests, associates and the people who call the Caribbean home.

Sandals Resorts is celebrating its 40th Anniversary this year. What have been the keys to Sandals’ longevity and relevance for four decades?

We’ve had an amazing 40-year history of innovation and love that stems from a simple mantra of exceeding our guests’ expectations – which my dad, the late Gordon “Butch” Stewart, founded our company on. I can honestly say that it’s because of this single mindset that we’ve never rested on our laurels and have continued to out-innovate and outperform Adam Stewart ourselves year after year and that’s what keeps us at the top – always putting the customer first, constantly finding ways to enhance their experience, and giving them more than they’d ever expect. Simply put, innovation that consistently enhances, surprises and delights the customers is the key to our relevancy and the recipe that will carry us forward.

How do you define Sandals’ culture and how important has it been to maintain culture as the company has grown in size and scale?

The soul of Sandals is something I am very humbled by because it all boils down to one word: family. Our 15,000 team members are part of something bigger than themselves. In the Caribbean, where SRI is the largest private employer, we hire for attitude and train for the skill. We see the endless potential in our people and that’s what family and our company is about – fulfilling your best self, your dreams. That’s why we are so proud of Sandals Corporate University and the training The future Sandals Dunn’s River and Sandals Royal Dunn’s River in the Ocho Rios, Jamaica

and educational opportunities it provides. As we continue to expand our portfolio and add more team members across the Caribbean, we’ll never lose sight of who we are. We’ll always have family in our DNA, and that’s what drives the magic behind our culture.

How did Sandals adapt its business to address the challenges caused by the global pandemic and how proud are you to see the strength and resilience of the Sandals workforce at all levels of the company during this challenging and unprecedented time?

When the pandemic struck, the borders of the entire Caribbean closed for the first time in 70 years. We are island nations and when borders close, imports stop. We knew we had to find a way to sustainably deal with our new situation and while we were deeply concerned, we were fiercely determined.

Our tourism community came together in a way that was actually beautiful. We were having conversations that were holistic and at the highest levels. So yes, the global pandemic was a challenge, but it gave us – leaders of the private and public sectors – an opportunity to pause and reflect on what is important, instilling confidence and inspiring hope in our people.

Home to the future Beaches Resort in Saint Vincent

As a business, we made the decision to move first. We had the resources and early in 2020, we developed our “Sandals Platinum Protocols of Cleanliness.” Created in partnership with the Centers for Diseases Control and Prevention (CDC), World Health Organization (WHO), and the local Ministries of Health in the countries where we operate, these enhanced measures are based on a thorough assessment of all points of guest contact, resulting in the integration of advanced hygiene practices across eighteen key touch points – from the moment guests arrive at airport lounges through to departure.

These protocols and standards of compliance were shared widely across the Caribbean tourism industry – from mom-and-pop hotels to the large players, villa owners, cruise and tour companies. These protocols also became an effective road map for building tourism resilient corridors. With compliance in order, we worked with government to sustain and support the unofficial members of tourism’s greater ecosphere – taxi drivers, crafts people, fishers and farmers. Together with government, we mounted huge hurdles to get folks registered to receive a steady income while tourism prepared to return.

At Sandals, we lived what we preached. We kept our entire workforce, and we made the decision to demonstrate our confidence in our comeback through significant investment in Caribbean tourism, spending $55 million to reimagine Sandals Royal Bahamian and acquiring four new properties during the downturn and we made a big splash about that investment. We wanted the world and especially our people, our partners and guests to know that we never stopped believing in Caribbean tourism and were getting ready for its return.

Our recently announced Sandals Vacation Assurance Program is a continuation of this effort to build trust and it’s working. When we reopened in June 2020, the hotels were at 40 percent occupancy and today, we’re on track to have the best winter season we’ve ever had.

Sandals continues to expand with new properties and new markets. Will you discuss Sandals’ growth plans and where you see additional opportunities for the brand?

We are Caribbean. This is our home, and we are on a mission to share its beauty and diversity with the world. Sandals Resorts will double its current portfolio over the next ten years through a combination of ground-up development, expansion of existing hotels and acquisition of assets. We have a bold plan for growth and will continue to invest in islands that we fall in love with. We are well-positioned and reinvesting in our business and in our home region.

Unlike the asset-light model favored by many hotel companies, Sandals is a rarity in the industry because we own all our hotels as well as the last parcels of best-in-class real estate in the Caribbean. We believe this gives us tremendous flexibility and the ability to address evolving customer desires and demands quickly.

We begin with five new resorts under development, three in Jamaica, our first in Curaçao and our first in St. Vincent. In Jamaica, our home country, we acquired Sandals Dunn’s River – which we actually operated in the ’90s. It’s great to have it back in the fold and in addition to the original property, we purchased the adjacent land.

Our first-phase development is focused on Sandals Dunn’s River where we are gutting the property and bringing it back to life. Phase 2 will introduce Sandals Royal Dunn’s River, together a $230 million development, that will operate very much like our sister hotels in Barbados – sideby-side resorts with complementary services and amenities and more restaurant concepts and bars for guests to enjoy. Last, but not least, we’re building our third Beaches Resort in Jamaica – Beaches Runaway Bay. In total, these three hotels represent more than $500 million in investment.

Our first hotel in Curaçao, Sandals Royal Curaçao, will debut in April 2022. This is our

Sandals Royal Curaçao

Rendering of the future lobby of Beaches Runaway Bay

ninth destination in the basin and the first in the Dutch Caribbean. The property was owned by a private Dutch family, and later run as an independent hotel. It’s an incredible property with 44 acres set within a 3,000-acre private reserve. We’re spending $75 million to bring it to our standards, a term we like to call the “Sandalization” process, and we’re introducing new concepts there that we know will delight guests including convertible Mini Coopers that come with the highest category suites for guests to explore and enjoy the island.

In early 2023, we will unveil our first property in St. Vincent, a new Beaches Resort. Beyond our acquisition costs, we’re investing $200 million into this property and it will be a phenomenal escape for families.

You launched the Sandals Foundation in 2009. What was your vision for creating the Foundation and how do you define its mission?

The mission of the Sandals Foundation is to widen the circle of opportunity in the Caribbean, our home. Nobody cares for the region, its people or its potential the way that we do. Everything we do is about our reverence for the Caribbean and its people. Before it was fashionable for companies to talk about sustainability, we were building walkways for land crabs, preserving ancient trees and limiting water use. Caring for the Caribbean comes naturally to us because we are the Caribbean. Our family has been part of the region’s beautiful and precious ecosystem for more than six generations.

In fact, it was the impetus for the 2009 creation of the Sandals Foundation, the philanthropic arm of Sandals Resorts International. The Foundation puts a formal framework around the work Sandals had already been undertaking since our founding in 1981 to play a meaningful role in the lives of the communities where we operate throughout the Caribbean. The Sandals Foundation funds projects in three core areas: community, education and the environment. We’ve invested $77 million to date and the difference our team is making all throughout the region is incredible.

Best of all, wherever the Foundation operates – whether delivering healthcare to communities, funding school supplies or protecting the Caribbean’s fragile environment – 100 percent of the monies contributed by the public to the Sandals Foundation go directly to programs benefiting the Caribbean community.

You have referred to your late father, Gordon “Butch” Stewart, as a doer and a dreamer. What made him such a pioneer and visionary and how special was it for you to be able to work so closely with him for more than two decades?

My dad’s brilliance was his ingenuity and innovation; he showed the world that what was created in the Caribbean could compete on the world stage and in doing so, created the Caribbean’s first and perhaps only super brand. He didn’t believe in the word “impossible.” He took a chance and bought his first hotel in Montego Bay, Jamaica, at 40 years old despite having no hotel experience and transformed it into one of the most successful hospitality brands in the world.

The most important lesson I ever learned from my father was to never stop innovating. To him, the highest goal was always to exceed expectations, which means to continue evolving and never rest on your laurels. There is only the next opportunity to delight the customer.

From the very start, Sandals has been on a mission to improve the all-inclusive experience. We reimagined the way we did and approached everything from suite concepts and partnerships to food and beverage and service standards. Everything.

By its very nature, the luxury market is resilient and from our deep experience in the honeymoon, bridal and weddings market, there are aspirational moments across audiences that only a luxury experience can satisfy.

More than anything, we prefer to race to the top. As more and more hotel companies added breakfast and dinner to an EP rate and donned the all-inclusive label, it was becoming clear that folks would be competing on price. That was never our business model and so we decided we would compete on our own terms, offering more inclusions, incredible suites, premium locations and so on.

As for me, getting to work alongside my dad gave me the know-how to propel this company into the future with the big dreams and even bigger plans we have in store today. I am focused on building upon our family’s legacy and on growth and innovation, where we compete only with ourselves.

Do you think in the early days of the company that Butch could have ever imagined that Sandals would become what it is today and that it would have been a part of how countless numbers of people have celebrated the most special moments in their lives?

I think my dad always knew that Sandals was going to be special, but I don’t think any of us could have ever imagined the incredible success Sandals would enjoy and the part we would play for over forty years, hosting some of the most special and meaningful moments of our guests’ lives. It’s a tremendous honor for us that we take very seriously. Marriages, honeymoons, anniversaries and family reunions – these are the celebrations that become the memories of a lifetime. It’s incredible and it goes on.

As Sandals celebrates its 40th anniversary, how important is it for you and your team to take moments to reflect and celebrate what Sandals has accomplished?

We are very proud of our accomplishments. Making our guests happy is what makes our team happy, and we would not be who we are and where we are today without every single one of them. So, in honor of our 40th anniversary, we’ve embarked on a year-long celebration that encompasses all our guests and team members. We kicked off our celebrations in November by treating our guests to weekly Sandals Rewind events where live DJ’s play the best of four decades of music and we started pouring our classic cocktails, made famous in ’81, that still pack the same punch today. Our talented bartenders debuted a new hand-crafted cocktail experience for our guests, and we even introduced a new poolside service at all resorts. We also introduced a nostalgic Sandals 1981-inspired retail and t-shirt collection that’s available in all resort shops, which our guests are all loving. We even launched Sandals’ first-ever podcast, the Sandals PalmCast, that gives everyone a look into what’s happening at our resorts with interviews from our beloved team members and loyal guests.

We also kicked off our 40 for 40 initiative – the commitment to add 40 new community projects chosen by our team members that are in addition to what our Sandals Foundation is already doing to help benefit Caribbean communities. From planting trees in the Blue and John Crow mountains to doubling efforts to increase capacity of local producers and farmers and more.

And something very close to my heart –we are currently constructing a world-class hospitality school: The Gordon “Butch” Stewart International School of Hospitality and Tourism at the University of West Indies together with worldrenowned Florida International University’s Chaplin School of Hospitality and Tourism Management. Together we will develop the next generation of tourism leaders with world-class curriculum and real-world experiences.

We’re celebrating 40 in a big way and there’s so much more to come. We’re hyperfocused on the future and while I am so proud of all our accomplishments thus far, the next 40 years and beyond is going to be even better.•

Making an Impact

An Interview with Jonathan Wang, Founder and President, EOS Investors

Living room of the L’Ermitage Suite at the L’Ermitage Beverly Hills

EDITORS’ NOTE Jonathan Wang founded EOS Investors in 2017 after having served as Managing Director of Northwood Investors. He earned a BBA degree in business from the University of Michigan and advanced his studies at the University’s Stephen M. Ross School of Business.

FIRM BRIEF EOS (eosinvestors.com) is a fully integrated investment firm dedicated to identifying and creating value within the hospitality sector. EOS utilizes a highly selective investment approach focused on high-quality, differentiated assets with attractive risk-adjusted returns. Headquartered in New York City, EOS seeks investment opportunities across the United States, with an emphasis on major urban markets and resort destinations.

What was your vision for founding EOS Investors and how do you define its mission?

The bottom line is that I have always wanted EOS to be about making an impact. Originally, we were primarily focused on making an impact on the industry. One thing I observed early in my career is that many investors are too far removed from the real estate and that operators are similarly removed from the investment rationale. We felt there was some real competitive advantage to bringing those strengths together and intentionally built the company differently than some traditional platforms. We wanted to prove that by doing this, we would be able to make more thoughtful investments and manage them better than anyone else in the industry. We’re still young, but I think this is broadly proving out and that both our team and our investors are proponents of the results.

As EOS gets set to celebrate its fifth “birthday,” I’m increasingly conscious that our growth and our business model provide us with a unique opportunity to make an even broader impact across our employee base, the communities we’re part of, and the guests who trust us with some of their most important life moments. Starting from a couple of us sitting around a coffee table in 2017, we have now grown to approximately 3,000 employees who together welcome nearly 2 million guests per year, which means we have a lot of opportunity to show up in new and exciting ways for each of those groups. We take our responsibility to all these groups very seriously and I’m spending more of my time recently encouraging everyone at EOS to think creatively about ways we can do things differently. EOS will be my last job and it is important to me to create a company that welcomes diverse perspectives that ensure we are as insightful, resilient and successful in 20 years as we have been over the past five.

Will you provide an overview of EOS Investors’ business and how the business has evolved?

Fundamentally, we are real estate investors and operators who focus on hospitality. I have always loved hotels and even before I started investing in hotels, I would change hotels every night while on business trips to get to see and experience what people were doing. When I would go on a morning run, I would run into hotel lobbies to see what properties looked like. What has been most wild to me is to revisit hotels we look at investing in that I experienced as a young kid with my parents and to see how the sense of scale, etc. changes. When I had a chance to specialize early in my investing career, I decided to focus on something I love. While this might sound like a self-indulgent choice, I’ve found that the leaders I admire most in business are also doing something they love and would almost do for free. To me, hotels are an interesting lens to view the world as they touch and are impacted by so much – everything from demographic trends, to exchange rates, to consumer preferences, to technology and, most of all, to people.

In terms of the evolution of our business, we went from one hotel at the start of 2019 to now managing nearly 5,000 rooms across a diverse portfolio of 37 hotels that have already generated over $200 million of revenue in 2021. Our investment platform just passed $1 billion in AUM thanks to the support of some of the most thoughtful LP’s we could ask for and we are incredibly grateful for their support and partnership as we’ve grown the business.

In terms of how we’ve evolved, the business model for how we invest has remained almost painfully simple since inception. We have four pillars. First is an extremely rigorous focus on market selection, followed by selecting non-commodity assets, which we define as an asset that a guest would actively choose to stay in, and properties with diverse demand drivers. Finally, we are prudent in our use of leverage

and do not seek to maximize financing proceeds at the expense of introducing too much risk. An incredibly disciplined focus on these pillars combined with the flexibility of who we believe to be a best-in-class team to help underwrite and manage the hotels post-acquisition has led us in some interesting directions that have occasionally diverged from conventional wisdom within the hotel or investing industries. On the operating side, it’s also simple – we empower our team of General Managers at each hotel to act as the CEO of their property and to Jonathan Wang think like an owner. Our belief is that empowering great people who are closest to the real estate and the guests generally leads to outstanding results. Over time, this has allowed us to recruit who we believe to be the most talented GMs in the industry who are supported by a team of corporate team members that I also believe to be at the top in the industry.

Will you highlight EOS Investors’ portfolio and where you see the greatest opportunities for growth?

I spoke earlier about how we diverged from some of our peers when the data we were seeing led us in different directions and I think our portfolio construction speaks to that. Today, we own three great urban hotels in Beverly Hills and Washington D.C. However, over 70 percent of our portfolio is located in drive-to resort markets located outside of dense urban centers. As far as I know, this is by far the most leisure-weighted portfolio of our peers and leads to some interesting results. For instance, we track our profitability by a metric called net operating income or NOI and in 2021 we will actually see our portfolio outperform its pre-COVID-19 levels by over 40 percent. This is particularly interesting relative to a benchmark of 13 full-service REITs where a November analysis by Goldman Sachs showed estimated EBITDA will be 40 percent below 2019. Of course, we were not predicting anything as horrific as a global pandemic, but what we did see in 2017-2019 was a fairly late-cycle moment within both the hotel operating cycle and real estate capital markets. As a result, we were keenly focused on investments that would be most resilient in a downturn and where the mediumterm supply/demand dynamics looked compelling relative to urban markets where we were seeing increasing pipelines of new supply and more sensitive demand. This led us to build serious conviction around what at the time we were calling a

regional resorts strategy. These markets were characterized by proximity to growing urban centers and had little-to-no room for new supply – either because of restrictive zoning or because desirable land was going to be developed into residential projects as its highest and best use. One of the things some people have credited me with early in my career was discovering the Florida Keys as an institutional investment market. Now, people have largely discovered some of the core beachfront markets in Florida and California, but we saw the same dynamic in Myrtle Beach, in the Delaware Beaches, and in Kennebunkport, Maine and others. These are all investments we made prior to COVID, and we were able to identify this opportunity because we have a flexible operating platform without too much infrastructure in any particular markets and leaders who know how to operate different types of assets in markets across the country. What we saw then is what people are now increasingly realizing, which is that even in turbulent times, people want to take vacations and, in many instances, travelers have been coming to these markets for years or even generations. This has been true historically and I think post-COVID will continue to be true.

The other thing we realized is that there are some incredible family businesses and community leaders who have built amazing businesses in coastal towns, but who may be ready to find partners to either acquire their business or to augment their capital or operating capabilities in the next phase of their evolution. We’ve been incredibly fortunate to work with a handful of families and individuals in that type of situation and we hope to continue to be a thoughtful partner of choice for hospitality owners.

In terms of growth, I think we’ll see that come across various markets and investment themes, but one of the ideas I always tell our team is that “if you are not a little embarrassed by yourself from six months ago, then you are not growing and evolving fast enough.” While we have had a tremendous five years, I think it is this continual desire for improvement at an individual level and a company level that will drive our growth. If we share a desire to grow and evolve and pair that with humility and enough of a sense of humor to not be embarrassed by our former selves but proud of our growth, that’s a legacy we can all be proud of and I firmly believe it will also lead to continued success.

How did EOS Investors adapt the way it works to address the challenges caused by the pandemic?

On some level, I think we are all still recovering from the past 18 months and will continue to learn lessons from this period over the next years and decades to come. That said, if anything, I feel like our team is stronger than ever coming out of this difficult time. We were fortunate because our asset selection, nimble management and prudent leverage allowed us to quickly address issues in the portfolio early. We switched from managing our existing portfolio to adding new properties very quickly, putting our first assets under contract in summer 2021 and looking for investments almost immediately, when there was still a large amount of uncertainty.

We did get more used to Zoom meetings, and I think there were some real silver linings that we’d like to hold onto, such as spending more time with our families and being home from the office for dinners or bedtimes, not apologizing for having personal obligations but prioritizing them, and prioritizing all our health, physical and mental. I also think it drove home for us the deep gratitude I have for each of our employees showing up to provide for guests at the properties, for taking care of each other and our guests and for moving through the uncertainty with such grace and hospitality. Coming out of COVID, if there was one thing I wanted everyone at EOS and everyone that touches EOS to keep is the sense of how we show up for each other, our teammates, our guests, our families, and our partners.

Did you always have the entrepreneurial spirit and desire to build your own company?

Yes. Prior to founding EOS, I left Goldman Sachs to be the second employee at a new real estate investment firm and grew the hotel investment and operating platform there from scratch. When we sold or stabilized our hotel investments there in 2016, I didn’t even consider going to work for another established firm as starting my company really felt like the only logical next step for me. I say that with a large dose of humility and acknowledging there was a tremendous amount of fear of the unknown when we launched in 2017, but I truly felt compelled to do this and that my life would have been incomplete without at least trying to build the next generation management and investment platform that we aim to be.•

Isla Bella Beach Resort

Intuitive Service

An Interview with Marc Bromley, Regional Vice President and General Manager, Four Seasons Hotel Washington, DC

EDITORS’ NOTE A veteran of Four Seasons Hotels and Resorts, Marc Bromley has a lifetime of experience in the hospitality industry. The first legacy General Manager in Four Seasons history, Bromley’s lessons in hospitality started at an early age. His father, Stan Bromley, retired after a storied career in the industry which included 10 years at Four Seasons Hotel Washington, DC. Since joining Four Seasons in 2006, Bromley has served at Four Seasons Hotel Chicago, Four Seasons Resort Maui at Wailea, Four Seasons Resort Scottsdale at Troon North, Four Seasons Resort Costa Rica at Peninsula Papagayo, and Four Seasons Resort Palm Beach. He also previously worked at Peninsula Hotels in Chicago and Los Angeles. Bromley studied at the University of Nevada, Las Vegas, where he earned a degree in hotel administration, and studied at the University of Michigan.

PROPERTY BRIEF Located in historic Georgetown – the U.S. capital’s most exclusive residential neighborhood – the AAA Five Diamond, Mobil Five Star Four Seasons Hotel Washington, DC (fourseasons.com/Washington), features 222 guest rooms, including 58 suites. Guests enjoy 24-hour concierge and room service, a state-of-the-art health and fitness club, luxury spa and award winning dining at Michael Mina’s Bourbon Steak, a modern American Marc Bromley Steakhouse, as well as Seasons restaurant with its legendary Sunday brunch. The property is a member of Toronto-based Four Seasons Hotels and Resorts.

You grew up with a father who is a legendary hotelier. Did you know early on that you were interested in a career in the industry?

The last thing I thought I would do was enter the business since I saw the hours and the stress that my father experienced, and I was more interested in sports and the outdoors. However, without realizing it, my father in his own way was training me and my brother while we were growing up on how to have attention to detail and service. He would put little pieces of paper on the floor outside our rooms and if we would walk by without picking it up, a lesson

on attention to detail would follow. We would be asked to clean our rooms which would lead to a room inspection. During the summers, while most of my friends were able to relax and not work, my father would arrange interviews for me at different properties where I would work in

Presidential Suite - West Wing bedroom, foyer and dining room

Presidential Suite - East Wing living area (above) and Bourbon Steak, the hotel’s award-winning steakhouse run by Chef Michael Mina and the recipient of Wine Spectator’s Award of Excellence for its wine list since 2009 (below) in the market and is perfect for dignitaries, heads of state and moguls of business. We have six newly renovated Presidential Suites and have great demand for these suites with delegations that come to Washington, DC. The property has a total of 222 rooms of which 58 are suites which is a heavily tilted suite inventory which has served us really well.

How has the role of the general manager evolved and with the financial pressures and responsibilities of the job, how important is it that hospitality stays at the forefront?

I would define the role in one word – relationships. That relationship can be with a handshake and smile in the front lobby, a phone call or handwritten note when a guest gets to the room, or an e-mail when the guest returns home from their stay. That relationship works differently based on the type of hotel or location of the property, but hospitality at its core is about relationships. There is no question that financial issues and asset management and other responsibilities are critical today, but it is essential to still find ways to be in front of the guests in order to build relationships.

What advice do you offer to young people interested in building a career in the hospitality industry?

My advice is to take the time to learn all aspects of the business so that when you move up and assume other roles, you have the experience and knowledge to succeed and continue to progress. There are many nuances that go into being a general manger and while I do think that the time it might take for qualified individuals to achieve this position has shortened, you need to have a deep understanding of how a hotel works and all the aspects of the job so that when the time comes to meet with an employee or greet a guest or address budget concerns, you are prepared and ready to meet the challenge.•

various intern or entry-level positions. I did not realize at the time that my father was providing me the opportunity to experience different hotels, from economy to luxury to ultra-luxury, and after a few summers I knew that this is what I wanted to do.

What excited you about the opportunity to lead Four Seasons Hotel Washington, DC and what are your priorities for the property?

I recognize the legends who have come before me at this property. It was opened by Wolf Hengst, who was a former president of the company and a major influence in my life. Chris Hunsberger, Christian Clerc, Dirk Burghartz, David Bernard, as well as my father, Stan Bromley, all led this property – these are people who have been leaders in our company and I recognize I am building on their work and legacy. I also recognize that Four Seasons Hotel Washington, DC has four decades of history and an established workforce with many people who have been at the property for much of its existence. I came in and first spent my time watching and listening and then looked at where there were opportunities to evolve and innovate. This is an iconic and legendary hotel and my focus is to celebrate its history and heritage while making sure it remains relevant and current by undertaking targeted renovations and creating new experiences for our guests to enjoy.

We have guests who have been coming to the property since its opening four decades ago and we have new guests experiencing Four Seasons Hotel Washington, DC for the first time. We will always be committed to maintaining what Four Seasons is all about which is providing modern luxury and delivering the best service in the market, while staying current and relevant.

How do you define the keys to a true luxury hotel experience today?

Luxury is about anticipating the needs of the guest and providing intuitive service while leveraging technology to meet the guests where they want to be met, whether that is in person with the human touch or through an app, so that we are providing personalized and customized service.

Four Seasons Hotel Washington, DC has a strong suite offering. Will you highlight the suite product and do you see this as a differentiator for the property?

This is a huge differentiator for us. We have a Royal Suite with bulletproof windows which is the only suite of its kind

Delivering Extraordinary

An Interview with Daniel Ziriakus, President and Chief Operating Officer, Northrop & Johnson

EDITORS’ NOTE Daniel Ziriakus entered the marketing world in 2001 with his appointment to Estee Lauder’s marketing team in Munich. He then went on to work for Bridger Conway, a Miami-based global branding agency specializing in creative communications for premium and luxury brands. It was during this period that he was introduced to the yachting industry. Ziriakus then joined Fraser Yachts as head of the U.S. marketing department. In 2010, he became Director of Marketing at Northrop & Johnson (N&J) and led the brand through a global repositioning. He then moved to Monaco to head up the Camper & Nicholsons marketing department. In 2014, he rejoined Northrop & Johnson as Chief Operating Officer. Originally from Germany, Ziriakus is bilingual and has a BS degree in marketing and advertising and an EMBA from the University of Miami. COMPANY BRIEF Since 1949, Northrop & Johnson’s (northropandjohnson.com) professional brokers have been dedicated to doing business with honesty and integrity. As a leading superyacht marketing firm, Northrop & Johnson provides its clients with first-class services, including yacht sales and purchase, charter, charter management, crew services and more. Today, Northrop & Johnson continues to offer an industryleading sales record, an impressive global charter fleet and a true worldwide reach.

Daniel Ziriakus

Will you highlight the history and heritage of Northrop & Johnson and how the business has evolved?

Northrop & Johnson opened its doors in 1949 in New York City when two gentleman, Jim Northrop and George Johnson, began selling yachts to the yachtsmen of Long Island Sound. The great success and honest business practices of these two men provided an exemplary foundation that grew Northrop & Johnson into the most prominent yacht brokerage in the U.S. Additionally, N&J was the first U.S. based yacht brokerage to open offices overseas in the early 1970s. However, most of the business was U.S.based until the 2010s when N&J again began focusing on a more global approach. Since 2010, N&J has expanded its reach and is still the largest U.S.-headquartered superyacht brokerage firm in the market and is the fastest-growing superyacht firm in Europe. In 2020, N&J was acquired by MarineMax, the world’s largest boat retailer, which enhances the company’s reach into the largest yacht segment. While the firm in its earlier years was focused predominantly on yachts sales, N&J now offers a full suite of services from charter, management, crewing and marketing of the world’s most prestigious superyachts and is dedicated to providing nothing but extraordinary for our clients.

Additionally, Northrop & Johnson boasts one of the largest in-house marketing teams in the industry. As such, we continuously set the bar for demand generation, produce the highest number of leads and are the most technologically evolved and forward-thinking firm in the industry. While other brokerage houses focus on yachts, we focus on marketing yachts and using technology to build the most advanced yacht marketing platform for our clients and owners.

How do you describe the Northrop & Johnson difference and what makes the company an industry leader?

Northrop & Johnson is different from other brokerages because of our commitment to being extraordinary in every facet of our business, from our use of technology to drive demand in an industry that is very “old-school” in many ways, to our global reach and strategic office locations, to our team-like mentality. Many brokers operate with a “lone wolf” mentality, while at Northrop & Johnson, we understand that our power and strength comes from our exceptional team members. We are less like a company and more like a family, taking care of our broker team members and clients and their families, too. We strive to provide extraordinary to everyone we encounter and work with.

Northrop & Johnson leads the industry through our technological prowess and marketing acumen. We have created platforms and programs that allow our brokers access to the entire global fleet with the push of a button. We are constantly revamping our tools and offerings to push the envelope. The technological tools allow us to sell yachts faster and at the best

Party Girl, a 205-foot Icon superyacht for charter with two of its water toys

price, allow us to find the ideal yachts for clients looking to purchase, and provide the entire global charter fleet to our charter clients. Our forward-thinking marketing pushes the boundaries. Rather than focusing on the yacht itself, we focus on the experience and how we can provide clients with an extraordinary experience unlike anything they’ve had before.

Additionally, Northrop & Johnson’s brokers are leaders within the industry’s most prominent yachting associations. From board members to presidents, our brokers are dedicated to leading the industry and our industry colleagues to evolve and change for the better.

Northrop & Johnson is also now more than ever focused on sustainability. One of our most important passion projects is moving toward a sustainable business model. We understand that there is no yachting without the ocean and so we actively are making changes for ocean conservation and environmental consciousness.

How do you describe the Northrop & Johnson experience?

When clients choose extraordinary by choosing Northrop & Johnson, extraordinary is exactly what they receive. From the first contact, clients receive bespoke service. Our brokers are dedicated to providing personalization and attention to detail. Because of this exemplary way of doing business, Northrop & Johnson enjoys about 85 percent repeat business. We’ve sold as many as 20+ yachts over the years for some clients, and others have chartered for years with us.

In addition to a steadfast devotion to clients, our brokers are the most knowledgeable in the industry, many having first-hand experience working aboard yachts as crewmembers and others working in the industry for decades. This type of insight allows our brokers to provide matchless information and education to our clients to ensure they feel confident, comfortable and empowered when making decisions with regard to yachting.

Furthermore, Northrop & Johnson has partnered with strategic players in various luxury sectors, positioning ourselves as not only a luxury superyacht firm, but also as luxury lifestyle ambassadors. Through our partnerships with NetJets, Northern Trust, Rolls-Royce – just to name a few – we can provide our clients with services they may not otherwise have access to, enhancing their yachting experiences.

Northrop & Johnson is also integrated with high-end luxury concierge travel services which allows us to curate high-end, land-based experiences that up the ante of yacht charters for our clients. From private dinners in Tuscan villas with opera singers to VIP access to the world’s most elite events, like the Monaco Grand Prix, to one-on-one lunches provided by the world’s culinary experts, Northrop & Johnson delivers extraordinary to our clients at all times.

How did Northrop & Johnson adapt its business to address the challenges caused by the global pandemic?

Because of Northrop & Johnson’s integral reliance on technology since 2014, we luckily didn’t have to adapt to challenges that were poised by the global pandemic. The entire operation and mission of our company changed through our use of technology. When the pandemic hit, it underlined the benefit of our strategy and mission and then amplified our timeline by five. We are now years ahead of schedule compared to our original timelines and also are leaps and bounds ahead of other brokerages that were stagnated by the pandemic.

Where do you see the greatest opportunities for growth for Northrop & Johnson?

First, Northrop & Johnson is currently the fastest-growing yacht brokerage in Europe. We fully entered the market five years ago and have made exceptional headway and are continuing our efforts. We also have been in the AsiaPacific region since 2011 and are actively working to strengthen current operations and grow our teams in this area.

What are your priorities for Northrop & Johnson as you look to the future?

The main priority for Northrop & Johnson is to create extraordinary experiences for our clients and staff. We will continue to evolve and push the boundaries of our marketing and technological offerings to continue to support that priority. We also will continue to leverage our exceptional partnerships to further our goals. We are dedicated to creating extraordinary luxury yachting and lifestyle experiences for our clients now and always.•

The Golden Rule

An Interview with Nancy Chacon, General Manager, Four Seasons Hotel Atlanta

EDITORS’ NOTE Nancy Chacon has spent her entire career with Four Seasons, most recently as Hotel Manager of Four Seasons Hotel Baltimore before assuming her current role. Prior to Baltimore, she served as Director of Rooms at Four Seasons Hotel Buenos Aires and at Four Seasons Resort Punta Mita. Chacon earned a BA degree in business economics and French studies from Mills College.

PROPERTY BRIEF Located in Midtown Atlanta, guests of Four Seasons Hotel Atlanta (fourseasons.com/atlanta) are within walking distance of Atlanta Botanical Garden, Atlanta Symphony Orchestra, the Beltline, Center for Puppetry Arts, Fox Theater, High Museum of Art, Piedmont Park and Ponce City Market; and only a short drive to attractions including Georgia Aquarium, Mercedes-Benz Stadium, World of Coca-Cola, State Farm Arena, National Center for Civil and Human Rights, Centennial Olympic Park, Chick-fil-A College Football Hall of Fame, Zoo Atlanta and Six Flags Over Georgia. Guests can choose from 226 luxurious guest rooms and 18 suites and can relax at the property’s tranquil spa or indoor pool before a meal of locally-sourced fare at Park 75 restaurant. The more than 14,000 square feet of meeting space includes ballrooms ranging from 474 to 5,105 square feet and 50th-floor meeting rooms overlooking the Atlanta skyline.

Nancy Chacon

What have been the keys to Four Seasons Hotel Atlanta’s industry leadership and how is the property positioned in the market?

Four Seasons has been a global leader in the luxury hospitality industry for 60 years. I believe that achievement reaffirms the values of respect, care and excellence upon which the company was founded. When Four Seasons Founder, Isadore Sharp, built and opened his first hotel in Toronto, it was successful because he prioritized guest needs. He followed his instincts to create a guest experience of relaxed elegance without pretention, service without class attitude and a caring staff to answer every need. This, paired with innovative amenities and thoughtful touchpoints throughout every property, is what continues to drive the exceptional quality our guests have long cherished. While each Four Seasons property is unique and reflective of the region in which it’s located, we all deliver a quality of service that has never been duplicated. It’s a unique competitive advantage, in Atlanta and beyond, because The Golden Rule is the foundation that elevates our brand to the iconic stature it has earned. As General Manager of Four Seasons Hotel Atlanta, it is my most sincere delight and responsibility to continue the promise of our brand’s inspiring and unwavering mission by leading by example. Just as Mr. Sharp learned in the early days of the brand’s history, I know that the only way we can successfully delight guests with unparalleled service is if our staff believes in our culture of respect, fairness, honesty and trust. Actions speak louder than words, which is why my actions and decisions go back to The Golden Rule and I believe that is why Four Seasons Hotel Atlanta continues to be one of the most successful properties in the company’s portfolio, as well as one of the busiest in Atlanta.

How did Four Seasons Hotel Atlanta adapt its business to address the challenges caused by the pandemic and how proud are you to see the resilience of your team during this unprecedented time?

Four Seasons has a long history of anticipating the evolving needs of guests, and in the process, continually raising the standard of luxury hospitality at every touchpoint. While we were navigating uncharted waters of the pandemic, our initial concern was the health and well-being of our staff; for without our staff, we’d be an empty shell of a building. In May 2020, Four Seasons entered into a consulting agreement with Johns Hopkins Medicine International, the global division of healthcare and research leader Johns Hopkins Medicine. Leveraging healthcare expertise and access to leading technologies and tools, Four Seasons launched its enhanced global health and safety program, Lead With Care. Our approach to health and safety in response to COVID-19 has always been about doing what we do best – continuing to demonstrate personalized and genuine care while strengthening our already stringent and industry leading health and safety procedures, enhancing tools and training and embracing technological innovation. While the Four Seasons experience may look different in this new environment, it will always feel the same; ultimately, it will still be our people delivering the same attention to detail, intuitive service and personalized care for which the brand is known and trusted for the world over.

As for our team, I could not be prouder of their resilience. The hospitality industry was hit especially hard during the beginning of the pandemic and many individuals made the choice to begin new careers in new industries. Although we briefly closed the hotel, the majority of our team members – from housekeepers to restaurant servers, bellmen to front desk agents – chose to wait for our doors to re-open and fill our hotel with a newfound commitment to deliver an exceptional guest experience. It showed me how much they love what they do. There are intangible elements of hospitality, an innate sixth sense of sorts – and these team members have “it.” “It” is what makes this team special.

Will you provide an overview of Four Seasons Hotel Atlanta and how you define the Four Seasons Hotel Atlanta difference?

Four Seasons Hotel Atlanta emulates modern elegance, steeped in southern charm forever demonstrated by embracing a more diverse definition of what it is to be a “luxury hotel.” Located in the heart of Midtown and an icon in the Atlanta skyline, the Hotel is a FiveDiamond AAA and Forbes Travel Guide celebrated property consisting of 244 guestrooms and suites, two award-winning restaurants, a 10- treatment room spa and indoor heated pool, as well as more than 14,000 square feet of meeting and event space. The 53-story neoclassicalstyle building was built in 1992 and originally opened as the GLG Grand building in January 1993, before transitioning to the Occidental Grand Hotel, and soon after flagged as Four Seasons Hotel Atlanta in March 1997. Our lobby makes for a grand entrance with its dualsided wrought-iron staircase with large circular glass-details, Spanish Rojo Alicante marble and a 500-light chandelier. The style of our guestrooms were refreshed in 2018 and have a juxtaposing aesthetic from the lobby, reflecting a sleek color scheme of blues and greys with subtle accents of orange and garnet. In March 2022, we are thrilled to be celebrating 25 years in Atlanta.

What I cherish most about Four Seasons Hotel Atlanta is its people. Atlanta is an inspiring metropolis in the Southeastern United States, and Four Seasons Hotel Atlanta reflects the colorful spirit of our trendsetting community. Our staff is comprised of compassionate hospitality professionals who come from a diverse array of cultures and backgrounds. Always leading with The Golden Rule, we deliver anticipatory service with genuine hospitality rooted in kindness – from warm welcomes that illuminate our glistening lobby to carefully tailored moments that honor the uniqueness of each guest.

Will you highlight Four Seasons Hotel Atlanta’s suite offering and the strength of its suite product?

Of our 244 guestrooms, 18 of those are suites with a range of layouts that include private terraces to standalone deep-soaking bathtubs, to in-room kitchens and living rooms with wet bars. The benefit for our guest is that there are 13 unique room configurations to provide someone with the exact configuration desired.

My personal favorite is our Presidential Suite. Located on the top floor of the hotel, this 2,200 square-foot room includes a master bedroom with an extensive walk-in closet and striking marble master bath. The full kitchen is great for a private chef experience which can seamlessly entertain up to 10 guests at the suite’s dining table. Between the comforting touchpoints and architectural aesthetic of the room, it’s a majestic space.

How do define a true luxury hotel experience and how critical is providing personalized service and customizing the guest experience in defining luxury today?

I define a true luxury hotel experience as one that is personalized and anticipatory. Service is at the heart of hospitality, and the best service happens when we are able to connect with the people and the world around us. As we learn the likes and dislikes of our guests, we provide them with anticipatory service. For example, if we know a guest loves his or her coffee with non-dairy creamer, we will ensure the in-room coffee creamers are all non-dairy prior to them checking-in. It’s the ability to treat our guests like family and provide them with an experience that enhances the reason for their stay.

How has the role of the general manager evolved and what are the keys to being successful in the role?

While this is my first time in the role of General Manager, one thing has always remained the same – follow The Golden Rule. If I can go to sleep at night knowing the decisions I made were best for the people I am responsible for leading and welcoming, I know I did the right thing. Being a General Manager is about maintaining humanity; it’s about inspiring others and leading by example; it’s about building open relationships with team members at all levels who trust enough to share their candid thoughts and ideas.

In my experience, successful General Managers lead by example and remain approachable to their staff. One of my favorite meetings I look forward to is called “Direct Line,” where I meet with a group of frontline team members. Everyone shares their observations, learnings and thoughts from how the operation can continue to improve to ideas on how we can best curate new experiences for our guests. When I’m there, I listen to their thoughts, but what I hear is their brilliance and passion. It is a delight to know this team is made up of people who care and will forever carry the legacy of Four Seasons Hotel Atlanta.

Additionally, self-care is critical. I never lose sight that my first and most important job is to be a mother to my son. We take time to travel, and there is something unique about seeing the world through his eyes. I also surround myself with a network of family, friends and mentors who essentially serve as my counsel of thoughtful and honest individuals I can trust. It’s this layer of human connection that keeps my bucket full of joy, optimism and positivity, helping me to be the best version of myself.

Do you feel that there are strong opportunities for women to grow and lead in the industry?

There are limitless opportunities for women to lead in the hospitality industry. We all bring something special to the conversation – men, women, non-binary. Diversity is what expands our mind and understanding of cultures near and far. We all must be brave enough to listen, learn and self-reflect upon our conscious and unconscious biases and be willing to change certain systems to be more inclusive to people from all walks of life. Diversity is the key to our success.

What advice do you offer to young people interested in a career in the hotel business?

Service starts with the heart; you really have to be present and aware consistently to make the greatest impact on others, and yourself. My advice for young people interested in a career in the hotel business is to gain as much experience as a frontline team member – from being a restaurant host or server to a front desk agent, and learn how to connect with people. If the human interaction makes you happy, continue on your path by challenging yourself with new responsibilities that take you out of your comfort zone. The hotel business is not always glamorous, but we make a significant impact on our guests – and nothing is more rewarding to me than knowing we have made a positive impact on someone’s stay, or on an employee, or a provider, because of something we did to make it meaningful.•

The lobby of Four Seasons Hotel Atlanta

The Relationship Business

An Interview with Giuseppe Bruno, Owner and Executive Chef, Sistina Restaurant and Caravaggio Restaurant

EDITORS’ NOTE It all began with an idea. Add fresh produce, impeccable recipes and a large amount of passion and thus Sistina Restaurant (sistinany.com) was born. Located in the heart of Manhattan’s glamorous Upper East Side, Giuseppe Bruno’s cutting-edge concept carries on the long-lived family tradition of serving great food to his devoted patrons and to the greater New York area. He believes in fresh comfort food which is the wisdom of his Salerno ancestors from Southern Italy. Bruno goes to the market daily to pick the freshest that the market can offer – from fish to meat, and vegetables from local farmers. After spending 33 years on Second Avenue, Sistina has relocated to a gorgeous townhouse on 81st Street between Madison and 5th Avenue. Its sister restaurant, Caravaggio (caravaggio ristorante.com), is located on East 74th Street across from the Whitney Museum of Art and serves elegant, sophisticated Italian cuisine with a modern twist.

Giuseppe Bruno

Did you know at an early age that your passion was to become a chef?

I grew up in Italy and our family had very little. At that time, after World War II, they had set up schools in Italy to teach young boys the skills needed to work in the fine dining business. I went to these schools, as did my brothers, and graduated after five years. During the summers we would do internships and get real life training and experience. I realized at a young age from my experiences in school and internships that I loved the business. It is hard work with long hours and lots of pressure, so the only way to be successful is if you really love it and it is your passion.

My vision was to provide special moments and to cook for people who were celebrating special events, from birthdays to weddings to anniversaries. We cannot make mistakes and need to always be at the top of our game since these special moments only happen once in a person’s life and they will be remembered forever. It is a privilege to be able to be a part of these special times in our customers’ lives.

What have been the keys to creating restaurants like Sistina and Caravaggio that have such a loyal following and are so well-respected?

It starts with loving what you do and wanting to take care of people. I do not see the people who come to my restaurants as customers – they are friends and I have built relationships with them over many years. Business leaders come to our restaurants to close deals, to hire new executives, to discuss problems and so on. They know that we respect their privacy and are here for them when they need something, but will provide them the space and comfort to do what they need to do. I am always at the restaurants going from the kitchen to the dining room to wave hello or acknowledge our guests. This business is about relationships and to build a sustainable restaurant, you need to get to know your guests and build their trust.

The entrance (top right) and interior of Sistina Restaurant

I also believe that you have to offer the best products and highest quality ingredients. I still go to the market daily to pick the freshest that the market can offer – from fish to meat, and vegetables from local farmers. This is where it starts and if you want to offer the best to your guests, you need to be involved in the process from start to finish.

Your guests are captains of industry and leaders in their fields who are known to have specific tastes and demands. How are you able to keep them all happy?

These people reached the top of their professions because they are driven and focused. It is true that they have egos and expect the best, which is part of what has made them so successful. When they want to come to my restaurants, they don’t call a main number for a reservation – they call my cell phone. I handle their request and know what table they want to be seated at and what their preferences are when they arrive. In order to offer a truly special experience and to exceed the expectations of our guests, it is essential that I get to know them and have a relationship with them so that I can anticipate their wants and needs without them even saying anything. I am a chef and provide great food, wine and service, but at the end of the day, I am in the relationship business.

What do you look for when hiring talent for the restaurants?

I look for people who have a good education since I believe that education goes a long way. When you are in school, you are taught to listen to the teacher and you learn discipline. These are important skills to be successful in our business – listening and discipline. It is then my responsibility to invest the time and energy to teach them the specifics of how we do things and to provide an opportunity for them to learn and grow in our company. We are busy serving our guests all day and night and it can be stressful and challenging, but I always try to take moments to check and see how my team is doing and if they need anything from me. I am the leader of this company and the buck stops with me. I believe that leadership is about taking responsibility and providing an example for your team.

You devote your time and energy to philanthropy and have been very active in raising money to address the issue of brain tumors in children. Will you discuss this work?

I knew the person at NewYork-Presbyterian who was leading the focus on pediatric brain tumors and this is an issue that I am very passionate about supporting. I have seen over the years how the business leaders and VIPs who come to my restaurants give back to important causes and are so generous with their time and money. This is part of being a leader – it is about more than focusing on yourself, but how you can help others that are less fortunate and in need. We have hosted dinners and raised a lot of money for this effort and it is so rewarding for me. As much as I love my restaurants and my business, giving back and helping children who are in need gives me the most pleasure in my life.•

FOUR SEASONS RESORT ORLANDO AT WALT DISNEY WORLD® RESORT

This fall marked the beginning of The World’s Most Magical Celebration with festivities celebrating the 50th anniversary of Walt Disney World® Resort. This 18-month event will feature new experiences at all four theme parks and beyond. Guests can celebrate this once-in-alifetime occasion by ensuring their vacation is all the more memorable with a stay at Four Seasons Resort Orlando at Walt Disney World® Resort (fourseasons.com/orlando), Central Florida’s only Five Diamond Awardrated resort.

Located within the gated enclave of Golden Oak, a community of luxury single-family residences, Four Seasons is just five miles from Magic Kingdom® Park and four miles from EPCOT®. Accommodations include 443 guest rooms and 68 suites with versatile connecting options ideal for families and groups of friends traveling together. Guests can enjoy an exclusive fiveacre waterpark and separate adults-only pool, and recreational activities including a Tom Fazio-designed golf course, three Har-Tru tennis courts, and regular fitness classes with personal training available. The Spa offers 18 treatment rooms and a co-ed indoor and outdoor relaxation lounge.

The resort’s six restaurants include Ravello, a modern Italian restaurant; PB&G, a Southern poolside experience; Capa, a 17th-floor rooftop steakhouse with views of the nightly Magic Kingdom® Park fireworks; and Plancha, offering American favorites at the golf clubhouse.

Well-heeled travelers will delight in the resort’s Ultimate Suites Experience and Top Floor Buyout, which includes the entire 16th floor of 21 rooms and suites, including the premier Royal and Presidential Suites, both offering butler service for the ultimate in guest assistance. Welcoming and impeccably designed, the palatial 3,300-square-foot Royal Suite can expand to up to a nine-bedroom residence, which then includes two additional 1,000-square-foot, well-appointed living rooms. A luxurious full-marble bathroom offers an in-mirror television, deepsoaking tub, separate glassed-in shower, large vanity, and a separate water closet. There is also a separate guest powder room. The Royal Suite includes a stunning living area and dining room, a separate media room, a private office, and an expansive wraparound terrace. Guests will delight in terrace views of the nightly fireworks at Magic Kingdom® Park.

The 2,750-square-foot Presidential Suite offers a relaxed and at-home feeling with a spacious living area, dining area with seating for eight, and private gym with a Peloton bike. The suite features state-of-the-art sound and electronic systems, including motorized drapery, controlled from a central touchpad system. A media screen and projector are concealed in the ceiling and drop down electronically for viewing. Guests can enjoy a magnificent view of the iconic EPCOT® from their private 16th-floor terrace, offering 800 square feet of stylish outdoor living, including a dining area for eight, a couch, a table, and two chairs.

From the spacious, open layout, to the opulent design features and breathtaking views, guests will definitely feel like royalty in one of Four Seasons Resort Orlando’s premier suites.•

Royal Suite living area (above); Royal Suite patio, perfect for watching the nightly fireworks at Magic Kingdom® Park (left); Presidential Suite living area (below)