Although Navin Dimond, the founder, CEO and chairman of Stonebridge Companies, still considers himself “a bit of an accidental hotelier”, having initially intended to use his brand new MBA to land him a job in construction or l ‘real estate when the opportunity to run a hotel presented itself and attracted him, as he puts it, “before I knew exactly what was going on”, it is clear that this happy accident at the end of the 1980s landed Dimond where he feels most comfortable, in an industry whose passion continues to excite him every day, fueling the subsequent success of Dimond’s operation, with a portfolio of over 60 hotels in nearly a dozen states, including eight in Denver, Colorado, where the company’s headquarters are located.
âI was struck early on by the passion that hotel workers bring to their work. Coming from a different background, I was quickly infected with their fervor myself, and it only grew with each year, through the good times and challenges, including the really tough times of the year. last, pulling me deeper and deeper. ”
Coupled with this passion, however, there is a strong analytical and detailed focus in Dimond’s approach that is also critical to success in this industry. According to Dimond, whose family is also known for his involvement in industry-related philanthropy, including supporting education on the University of Denver campus, âPassion serves us best when it’s associated to a systematic approach that Stonebridge brings to every property, regardless of star rating.
Whether it’s a luxury 5-star property or a more budget-friendly 3-star property, he says, âalthough we are mindful of the differences in surface area that define these categories, you have the assistance of ‘bell boy and room service hours etc. On a deeper level, we insist that all of our properties deliver the consistent, enduring excellence that enables us to deliver a product our employees can be proud of and guests can count on, property after property, stay after stay.
Let me tell you a personal story of this consistent, enduring excellence that I wouldn’t have to share with you if I hadn’t arrived one morning in my bouncy little drummer from a rental for a kid. meeting lunch at the Jacquard, a Stonebridge – a luxury operated hotel part of Marriott’s prestigious autograph collection, one morning. The valet overseer, a total stranger (I thought) to me at the time, recognized me and gave me the warmest of first impressions, using and even pronouncing my name correctly.
You have to understand: I had never been to Jacquard before; hadn’t told them I was coming; I didn’t even know myself I was coming until the day before when my local client told me his Narrative restaurant was the place for a working breakfast.
I had, however, stayed at another property on the other side of town, where I had rated the same modest rental. That’s all it took for the attentive valet to put together the clues that led to this most warm welcome.
It’s the kind of heat-mixed precision that allows Stonebridge companies to operate 65 multi-star properties in eleven states, from a single incursion “that then led to another, and a other, and here we are, âas Dimond modestly explains his company’s growth trajectory.
âEvery time you are successful with one property you plan on doing another, but there’s also that voice in the back of your head that says’ we did this really well last time around, but did we You just got lucky? Then you look at the numbers, the particulars of the last project and the next one that attracts you, and you realize that, no, it was not just luck and, yes, it is. reproducible if we take the proper precautions, and here we are, having developed over 100 projects, but never, I hope, taken anything for granted, either on the real estate side or the human side, both of which are essential and must work in harmony to succeed in this great endeavor.