Ms. Jacobs

Heather Jacobs

VP Human Resources Europe/Middle East/ Africa

Four Seasons Hotels & Resorts

Heather Jacobs first started with Four Seasons by working summers - initially as a Front Office Intern in 1992 at the Ritz-Carlton Chicago and then as Hostess in 1993 at the Four Seasons Los Angeles. She began her career in earnest as a Manager In Training in 1994 in the Rooms Division of the Ritz-Carlton Chicago (a Four Seasons Hotel). She then made her way to Human Resources via Housekeeping and the Front Office, and was appointed Human Resources Manager in 1995. In November 1996, Ms. Jacobs relocated to The Pierre Hotel (then a Four Seasons Hotel), starting as Employee Relations & Benefits Manager, Assistant Director and then, Director of Human Resources in October 1998.

Interested in the global aspects of Human Resources, Heather was promoted to Director of Human Resources Administration in January 2000, helping develop and implement global Human Resources policies, procedures and competitive practices. She has helped to shepherd the employment brand and has instilled the Four Seasons culture into our international portfolio, all with an eye to aligning HR practices with the global business strategies of the company.

In June 2004, Ms. Jacobs and her family relocated to Geneva, Switzerland as Area Director of Human Resources for Europe, the Middle East and Africa where she tackled the complex issues of new development, pre-opening assistance, and general Human Resources responsibilities. Ms. Jacobs was promoted to Vice President in July 2007. In her current role, she assists in the selection and development of Senior leaders for the region and leads the Human Resources professionals in 30 properties, spanning over 20 countries with responsibility for more than 10,000 employees. In this role she has responsibility for the development and implementation of Human Resources policy, process and procedure including recruitment, selection, retention, learning and development, legal compliance, employee benefits, employee relations, employment practices and procedures, and employee communications.

Ms. Jacobs holds a BS, Hotel Management, Cornell University, 1994. She is a Certified Global Professional in Human Resources (“GPHR”) - 2006, and active with the International Tourism Partnership, acting as Chair of Executive Committee 2012-2014. She has been on the Executive Committee since 2005 (leading hospitality companies dedicated to environmental and social responsibility in the industry).

Ms. Jacobs can be contacted at 41-22-707-8274 or heather.jacobs@fourseasons.com

Coming Up In The October Online Hotel Business Review




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Feature Focus
Revenue Management: Technology and Big Data
Like most businesses, hotels are relying on technology and data to drive almost every area of their operations, but perhaps this is especially true for hotel Revenue Managers. There has been an explosion of technology tools which generate a mountain of data – all in an effort to generate profitable pricing strategies. It falls to Revenue Managers to determine which tools best support their operations and then to integrate them efficiently into their existing systems. Customer Relationship Management, Enterprise Resource Planning, and Online Reputation Management software are basic tools; others include channel managers, benchmark reports, rate shopping tools and review systems, to name a few. The benefits of technology tools which automate large segments of a Revenue Manager’s business are enormous. Freed from the time-consuming process of manual data entry, and having more accurate data available, allows Revenue Managers to focus on analysis, strategies and longer-term decision-making. Still, for most hotels, the amount of data that these tools generate can be overwhelming and so another challenge is to figure out how to effectively utilize it. Not surprisingly, there are some new tech tools that can help to do exactly that. There are cloud-based analytics tools that provide a comprehensive overview of hotel data on powerful, intuitive dashboards. The goal is to generate a clear picture, at any moment in time, of where your hotel is at in terms of the essentials – from benchmarking to pricing to performance – bringing all the disparate streams of data into one collated dashboard. Another goal is to eliminate any data discrepancies between finance systems, PMS, CRM and forecasting systems. The October issue of the Hotel Business Review will address all these important developments and document how some leading hotels are executing their revenue management strategies.