Mr. Greger

Ken Greger

Managing Director

AETHOS Consulting Group

A Managing Director with AETHOS Consulting Group, Ken Greger is based in Portland, OR. He has spoken multiple times at The Lodging Conference, ALIS, The Global Spa & Wellness Summit and to numerous other audiences. A frequent author, Mr. Greger’s articles have appeared in The Cornell H. R. A. Quarterly, Hotel & Motel Management, Hotel News Now and other leading industry news media. Mr. Greger is a Certified Public Accountant. He began his career with Deloitte & Touche and from there he entered the world of executive search and consulting. Mr. Greger later joined KPMG’s global search practice in Los Angeles, where he was also a member of the firm’s Entertainment Industry Practice Group. He was later recruited to lead executive search in the Western Region for Laventhol & Horwath. Mr. Greger left to launch Greger/Peterson Associates, Inc., a highly regarded executive search firm specializing in Hospitality & Leisure. In January 2016, more than 20 years later, the firm merged with AETHOS Consulting Group.

AETHOS Consulting Group is the world’s largest hospitality-focused executive search and advisory firm, renowned for its hands-on, consultative and bottom-line business approach. In 2016, AETHOS merged with U.S. west-coast based Greger/Peterson Associates, Inc. to form a global powerhouse consultancy firm for clients in the lodging, restaurant, gaming and private equity sectors. Through its offices in North America, Europe and Asia, AETHOS provides reputable, experienced and superior executive search. It also specializes in compensation consulting, business strategy, and performance, risk and asset management advisory services.

Please visit http://www.aethoscg.com for more information.

Mr. Greger can be contacted at 503-655-4100 or kgreger@aethoscg.com

Coming Up In The May Online Hotel Business Review




Feature Focus
Eco-Friendly Practices: The Value of Sustainability
The hotel industry continues to make remarkable progress in implementing sustainability policies and procedures in their properties throughout the world. As a result, they continue to reap the benefits of increased profitability, enhanced guest experiences, and improved community relations. In addition, as industry standards are codified and adopted worldwide, hotels can now compare how their operations measure up against their competitors in terms of sustainable practices and accomplishments. This capacity to publicly compare and contrast is spurring competition and driving innovation as hotels do not wish to be left behind in this area. Water management and conservation is still a primary issue as population growth, urbanization, pollution and wasteful consumption patterns place increasing demands on freshwater supply. Water recycling; installing low-flow fixtures; using digital sensors to control water usage; and even harvesting rainwater are just a few things that some hotels are doing to preserve this precious resource. Waste management is another major concern. Through policies of reduce, reuse and recycle, some hotels are implementing “zero-waste” programs with the goal of substantially reducing their landfill waste which produces carbon dioxide and methane gases. Other hotels have established comprehensive training programs that reinforce the value of sustainability. There is employee engagement through posters and quizzes, and even contests are held to increase innovation, sensitivity and environmental awareness. Some hotels are also monitoring a guest’s energy usage and rewarding those who consumed less energy with gifts and incentives. The May issue of the Hotel Business Review will document how some hotels are integrating eco-friendly practices into their operations and how they and the environment are benefiting from them.