Mr. Vanderslice

John T.A. Vanderslice

Global Head, Luxury and Lifestyle Brands

Hilton Worldwide

John T. A. Vanderslice serves as the Global Head of Luxury & Lifestyle Brands, of Hilton Worldwide, which includes Conrad Hotels & Resorts and Waldorf Astoria Hotels & Resorts. Mr. Vanderslice joined Hilton Worldwide in September 2009 and has an extensive background in international hospitality and packaged goods. He has worked at such notable companies as Club Med, Inc. and Kraft General Foods.

Mr.Vanderslice served as President and Chief Executive Officer of Club Med Americas, operator of more than 100 leisure resorts in 30 countries, where he led Club Med's operations in North and South America. He was credited with successfully integrating Club Med's marketing and commercial activities, finance and operations while repositioning the all-inclusive resorts as upscale destinations.

Prior to joining Hilton Worldwide, Mr. Vanderslice served as Chief Executive Officer for Miraval Spa, Tucson, Ariz., where he where he was instrumental in transforming the 13-year old spa into a top-ranked lifestyle resort and launched the first branded lifestyle real estate concept, Miraval Living in New York.

Mr.Vanderslice has also held executive positions with Triarc Restaurant Group, Ft. Lauderdale and its subsidiaries including Arby's and T.J. Cinnamons, Inc. Prior to that, he served in a leadership capacity overseeing legacy brands and new product introductions for Kraft General Foods.

Mr. Vanderslice can be contacted at 703-883-1000 x35255 or john.vanderslice@hilton.com

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.