Mr. Saunders

Tedd Saunders

Chief Sustainability Officer

The Saunders Hotel Group

Tedd Saunders is Chief Sustainability Officer of The Saunders Hotel Group, President of EcoLogical Solutions, and Co-Owner of The Lenox Hotel and hotels along the Eastern Seaboard of The United States.

Saunders Hotel Group is a fourth generation family business based in Boston. Often credited with pioneering luxury, urban ecotourism worldwide in 1989, he and his team continue to create game-changing sustainable business models for the world's largest service industry - travel and tourism.

In 1992 Mr. Saunders formed EcoLogical Solutions, which has advised The White House, HRH The Prince of Wales' Business Leaders Forum, Harvard University, Taj Hotels, Choice Hotels and other hotel companies around the globe.

With his industry leadership, Saunders Hotel Group has earned numerous prestigious honors including a U.S. Presidential Gold Medal, Energy Star Partner Of The Year Award and British Airways' Tourism for Tomorrow Prize. Feature stories in The New York Times, CNN, USA Today and NBC Nightly News praise their trendsetting approach and innovative accomplishments.

Mr. Saunders is the author of "The Bottom Line of Green is Black", published by Harper Collins. He sits on the Leadership Council of the Harvard School of Public Health and the board of its Center for Health & The Global Environment - as well as the boards of CERES, UCS (Union of Concerned Scientists), Woods Hole Research Center, E2 (Environmental Entrepreneurs) and ELM’s Corporate Council.

Mr. Saunders can be contacted at 617-.421-.4910 or tsaunders@ecological-solutions.net

Coming Up In The August Online Hotel Business Review




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Feature Focus
Food & Beverage: Multiplicity and Diversity are Key
The challenge for hotel food and beverage operations is to serve the personal tastes and needs of an increasingly diverse population and, at the same time, to keep up with ever-evolving industry trends. In order to accomplish this, restaurateurs and hoteliers have to flex their creative muscles and pull out all the stops to satisfy their various audiences. One way to achieve this is to utilize existing food spaces in multiple ways at different times of the day. Lunch can be casual and fast, while dinnertime can be more formal and slower paced. The same restaurant can offer counter service by day but provide table service by night, with a completely different menu and atmosphere. Changes in music, lighting, uniforms and tabletop design contribute to its transformation. This multi- purpose approach seeks to meet the dining needs of guests as they change throughout the day. Today’s restaurants also have to go to great lengths to fulfill all the diverse dietary preferences of their guests. The popularity of plant-based, paleo, vegan, and gluten and allergen-free diets means that traditional menus must evolve from protein-heavy, carb-loaded offerings to those featuring more vegetables and legumes. Chefs are doing creative things with vegetables, such as experimenting with global cuisines or incorporating new vegetable hybrids into their dishes. Another trend is an emphasis on bold and creative flavors. From chili oil to sriracha to spicy maple syrup, entrees, desserts and beverages are all being enhanced with spice and heat. The August issue of the Hotel Business Review will document the trends and challenges in the food and beverage sector, and report on what some leading hotels are doing to enhance this area of their business.