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Meeting...Wyndham
from Sleeper 104
PROFILE Dimitris Manikis President EMEA Wyndham Hotels & Resorts
Dimitris Manikis was appointed President and Managing Director for EMEA in April 2018. He is responsible for the development of all Wyndham Hotels & Resorts’ brands in the EMEA region as well as maximising the performance of all new and existing franchise and managed hotels. He focuses on driving the strategic objectives of Wyndham Hotels & Resorts including quality and technology solutions, new business and loyalty, as well as sales and marketing.
Recent Openings: Wyndham Wroclaw Old Town, Poland; Tryp by Wyndham Corfu Dassia, Greece; Wyndham Garden Lara, Turkey
Upcoming Openings: Wyndham Grand Doha West Bay Beach (Q4 2022); Ramada Hotel & Suites by Wyndham Lahore Cooper Road, Pakistan (2023); Ramada by Wyndham Rawalpindi Bahria Springs North, Pakistan (2025)
Meeting… Wyndham Hotels & Resorts
As Wyndham Hotels & Resorts continues to expand its global footprint, Sleeper speaks to EMEA President Dimitris Manikis during IHIF to discuss inspirational goals, hospitality’s labour shortage and Project Echo.
Words: Eleanor Howard
What are Wyndham’s targets for the year ahead?
We don’t set targets, we set goals because goals do two things: one, they inspire teams and give them something to fight for, and two, they show our local owners, franchisees and business partners that we’re committed. Our aim for EMEA is to be among the leading hotel brands in the countries that we operate; to do our duty of care to our owners and support them in their business; to spread the wings of Wyndham in destinations that we believe people deserve to be explorers; and most importantly, give meaning and purpose to our team members.
In terms of new development, which markets are you focusing on?
Our growth is often driven by our owners – those who have the initial vision. It’s an ongoing quest. Where do we go next with which product? Who is going to drive that development? Who will design it? That’s how we came to open an amazing property in Alexandroupolis, Greece, for example; we had a visionary owner who opened a Ramada there and it’s now one of the most popular hotels in our network. I often say, follow the planes; wherever there are new flight routes, there are new destinations. Budget airlines are constantly opening up places we’ve never heard of – that’s where the next generation of travellers will go, and we need to be there.
As a group, are you more interested in newbuilds or renovations?
I think we will find newbuilds harder to come by over the next 18 months as building a hotel has become 30-40% more expensive. The challenges in construction and cost of raw materials will lead developers to think twice, so there might be a slowdown in newbuilds. Converting an existing building isn’t always easy, but it’s often cheaper, so we expect to see more conversions over the next few years.
Are there specific brands that you’re focusing on growing in EMEA?
That’s like asking which of your children do you love the most! We don’t have a preference, whether it’s a Tryp or a Trademark. Our decision in terms of the brand and the destination are driven by our owners. It’s important to note that 50% of our portfolio in EMEA are Ramadas. Why? Because it’s a brand that people know and trust and one that adapts to fit so many different parameters. The brackets that we used to put consumers in just don’t exist anymore. The same guy who can fly private or business class this week with Lufthansa, can go to Montpellier next week with EasyJet. And this aligns with our strategy because it’s not the brand that determines the growth, it’s the destination, the owner and the consumer.
Tell us more about Wyndham’s new economy extended-stay brand?
We believe that extended-stay is a trend that is here to stay. Unofficially called Project Echo, it’s a US-based, newbuild-only brand. We’ve already signed a number of agreements for properties to be developed in the next 18 to 24 months. It’s a very simple criteria – 120+ rooms, newbuild, economy, extended-stay. We’re focusing on Middle America and city peripheries because that’s the backbone of the US economy and where people want to travel; we brought together a group of experts and who have worked on extended-stay in the United States for many years. We put them in a room and said, show us what the ideal extended-stay economy looks like. We are also bringing the concept to Europe very soon. The only difference is that we will amend certain elements of the design to fit the European mentality. These hotels will have basic facilities to address both the labour shortage and what the customer is looking for; they don’t want a fancy spa or bar, they can get that elsewhere. They’re looking for a good quality property with the basic facilities.
As a major operator, how can you address the hospitality staffing crisis?
As an industry, we need to re-evaluate the human component of hospitality and adapt to the realities that we didn’t have three years ago. It’s not just about raising wages, staff are asking what else we are going to do for them? We need to create a purpose – we need to talk about meaningful things like food waste, sustainability, learning and development. Approximately 50% of graduates from the world’s leading hotel schools don’t stay in hospitality because the industry is not attractive anymore. So how do we fix that? At Wyndham, we focus on learning and development, training courses that will help our staff advance their careers.
What are Wyndham’s key learnings from the past 12 months?
We became closer during the lockdown, although we were apart. We developed a lot of opportunities to Work from Wyndham. We realised that contactless and technology is an enabler but cannot replace the human element of hospitality. The other learnings were on a corporate level. We have a model that is very resilient and we managed to navigate the storm. That’s why we not only survived but we survived together with our business partners. The fourth and most important is the fact that we recalibrated to be more agile, to be more responsive to change. Forget about five-year business plans. No-one knows what is going to happen tomorrow. You can have the best values, the best mission, the best whatever, but it’s the people that carry and communicate it. Over the last two years, we saw some amazing people leading from the front. As an industry and as Wyndham, we need to make sure that these people become the next generation of hospitality leaders.
THE LOBBY
Dropping In
With the global population on the rise and climate change having visible effects on the planet, there is a growing need for accommodation that is quick to distribute, easy to install and leaves little trace on the environment. Enter DropPod, a prefabricated unit designed by Bali-based Inspiral Architects, which can be placed in a variety of settings as either a standalone entity or extension to an existing hotel.
Taking just two weeks to build, the 20m2 pods are made up of an outer shell that can be modified to meet project needs, with cladding options ranging from wood shingle and bamboo to earth and volcanic render. Artwork can also be added for a unique façade. Inside, the units are divided into a bedroom, en suite bathroom and kitchen-diner, with sliding aluminium doors leading out onto a veranda from which to take in views of the surroundings.
The pods are highly durable and able to withstand extreme weather conditions, while their elevated position – 1.2m above the ground – eliminates the risk of flooding. The phased construction begins with a base frame, which is stabilised via a series of small footings that have minimal impact on the land. The exterior is then built in sections, before floor-to-ceiling windows and interior surfaces are added, with high-quality natural finishes taking centre stage. Solar panels, energysaving lighting and green technologies are all incorporated, so once the pod is installed, operators can simply plug-in to the site’s power supply and wait for guests to drop by.
Work Wherever
Urban hotels have long been popular with remote workers, who can simply set-up and plug-in while making use of the coffee and cocktail facilities that every good lobby provides. The impact of the pandemic has only served to accelerate this trend, and an increasing number of workers are now mixing business with pleasure wherever they travel. With this in mind, US-based startup Remo has developed a modular office unit that can be installed anywhere on the grounds of a hotel, even a resort.
“I’ve spent long stretches of the pandemic in hotels and realised true productivity manifests when functionality, inspiration and an active lifestyle mix,” explains Yaroslav Prygara, cofounder and CEO of Remo. “I couldn’t find rooms, cafés or hotel lobbies that served my needs. That’s when the Remo workspace idea started to take shape. Think of it as a high-functioning CEO cabin with stellar views integrated into your favourite hotel.”
Made from energy-efficient materials with floor-to-ceiling windows, each unit is divided into a focused work space and a collaboration area. The 40m2 model, large enough for up to four workers, is kitted out with personal desks and ergonomic ReGeneration chairs by Knoll, as well as a wall-mounted widescreen Samsung TV and an HD camera for video conferences and presentations. Alternatively, the 15m2 single occupancy offices are designed for those seeking privacy, with additional amenities including an Allermuir lounge chair, side table, ottoman and multi-shelf bookcase. Both versions come with WiFi and tea- and coffee-making facilities.
With a flagship location at Sensira Resort & Spa in Cancun – where a number of units have been installed on the fourth-floor terrace – and plans on the horizon for additional locations in Texas and California, nomadic professionals can take their work on the road safe in the knowledge that Remo will cater to their every need.
Rest and Recreation
“The term ‘villeggiatura’ is an intrinsic Italian concept, referring to a prolonged stay in a single place, whether at a seaside resort, country villa or snowy mountain retreat. A stay whose sole purpose is rest and recreation,” writes journalist, lecturer and curator Cesare Cunaccia in Belmond’s new publication. Entitled ‘Villeggiatura: Italian Summer Vacation’ the book is a written tribute to this way of life, which also sits at the heart of the Belmond experience.
Published by Assouline, the 280page hardback “captures the essence of la dolce vita”, showcasing landmark hotels in Belmond’s Italian portfolio as well as must-see destinations. From the romantic landscapes of Tuscany and Taormina to the dramatic coastlines of Portofino and Ravello, and the cultural legacies of Venice and Florence, the coffee table book – featuring 200 colourful illustrations – encourages readers to explore their relationship with nature and connect deeply with the spirit of the place.
Le musée d’Arte
