Mr. Halfmann

Keith Halfmann

Vice President of Operations

Marcus Hotels

Keith Halfmann is vice president of operations for Marcus Hotels & Resorts. Mr. Halfmann oversees the day-to-day operational responsibilities for several hotels in the Marcus Hotels & Resorts portfolio including the Hilton Madison, Wis.; Sheraton Madison, Wis.; Sheraton Clayton Plaza Hotel, St. Louis, Mo.; Hilton Garden Inn, Houston, Texas; Bloomington Hilton, Bloomington, Minn.; Crowne Plaza – Northstar, Minneapolis, Minn. and the Westin Columbus, Columbus, Ohio.

Mr. Halfmann is responsible for managing revenues, sales, financial performance, guest satisfaction and operational excellence for each hotel, as well as managing product and service quality standards for a variety of hotel brands. He also remains involved with the operation of the Mason Street Grill restaurant located in the Pfister Hotel in Milwaukee, Wis., which he successfully opened in 2006.

Mr. Halfmann has been with Marcus Hotels & Resorts for 12 years and has previously had a key role in developing the company’s food and beverage operations. He served as director of food and beverage at the Pfister Hotel where he concepted and opened Celia, a four-star restaurant, and Blu, a nationally-recognized cocktail lounge. Mr. Halfmann served as assistant general manager of the Hilton Milwaukee, where he concepted and opened the Milwaukee ChopHouse – one of the city’s top rated steakhouses. He also served as director of operations at the Grand Geneva Resort & Spa in Lake Geneva, Wis., where he implemented strategic revenue and profit contingencies and successfully re-concepted the restaurants, spa, ski chalet, retail areas and public space.

More recently, he served as general manager of the Pfister Hotel, where he led a $20 million renovation of the hotel, including guest rooms, lobby areas, the WELL Spa and the Mason Street Grill.

Prior to joining Marcus Hotels & Resorts, Mr. Halfmann worked at the Copper Mountain Resort, an Intrawest Resort in Copper Mountain, Colo. where he served on the repositioning and branding team after Intrawest purchased the resort from its previous owner. He also worked at Wyndham Hotels & Resorts in several food and beverage roles.

In addition to his work at Marcus Hotels & Resorts, Mr. Halfmann serves as a member of the Board of Directors for Feed My Sheep and sits on the Waukesha County Technical College Student Advisory Board. He is also a member of the Wisconsin Restaurant Association (WRA) and is involved with the United Performing Arts Fund Emerging Leaders organization. In his free time, he enjoys endurance training, triathlons and in 2010 successfully completed the Ford Ironman Wisconsin in Madison, Wis.

Mr. Halfmann can be contacted at 414-905-1200 or keithhalfmann@marcushotels.com

Coming Up In The April Online Hotel Business Review




Feature Focus
Guest Service: The Personalized Experience
In the not-too-distant future, when guests arrive at a hotel, they will check themselves in using a kiosk in the lobby, by- passing a stop at the front desk. When they call room service to order food, it will be from a hotel mobile tablet, practically eliminating any contact with friendly service people. Though these inevitable developments will likely result in delivered to their door by a robot. When they visit a restaurant, their orders will be placed and the bill will be paid some staff reduction, there is a silver lining – all the remaining hotel staff can be laser-focused on providing guests with the best possible service available. And for most guests, that means being the beneficiary of a personalized experience from the hotel. According to a recent Yahoo survey, 78 percent of hotel guests expressed a desire for some kind of personalization. They are seeking services that not only make them feel welcomed, but valued, and cause them to feel good about themselves. Hotels must strive to establish an emotional bond with their guests, the kind of bond that creates guest loyalty and brings them back time and again. But providing personalized service is more than knowing your guests by name. It’s leaving a bottle of wine in the room of a couple celebrating their anniversary, or knowing which guest enjoys having a fresh cup of coffee brought to their room as part of a wake-up call. It’s the small, thoughtful, personal gestures that matter most and produce the greatest effect. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.