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Covid - 19 Hospitality Response

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Covid - 19 Hospitality Response COVID - 19 HOSPITALITY RESPONSE COVID - 19 HOSPITALITY RESPONSE BRIDGE PERIOD PLANNING Spring/Summer 2020 SPRING/ SUMMER 2020 COVID - 19 HOSPITALITY RESPONSE SPRING/ SUMMER 2020 COVID - 19 HOSPITALITY RESPONSE Contents 03 04 – 07 THE BRIDGE PERIOD 08 – 10 WHAT WE NEED TO DO 11 - 14 ABOUT SAYBROOK 15 - 30 THE SAYBROOK INFLUENCE 31 - 35 OUR CREATIVE PARTNER 36 - 38 WHAT SAYBROOK IS DOING FOR YOU SPRING/ SUMMER 2020 COVID - 19 HOSPITALITY RESPONSE 04 THE BRIDGE PERIOD: THE PEOPLE WILL DECIDE SPRING/ SUMMER 2020 COVID - 19 HOSPITALITY RESPONSE 05 THE BRIDGE PERIOD: THE PEOPLE WILL DECIDE For hospitality-based businesses especially, it won’t matter what guidance Federal, State, or Local governments might issue in terms of phased re-openings; ultimately the people will decide when they are comfortable – our guests will decide. As a result there will be an interim/bridge period, likely of between 12 and 18 months, but certainly at least 6-12 months, wherein business will be allowed by law to operate (*under various new guidelines regarding safety/transmission) but during which the virus is still widely present. What we all do between now and the end of that period will determine which of us will succeed in gaining and retaining market share during this time. SPRING/ SUMMER 2020 COVID - 19 HOSPITALITY RESPONSE 06 THE BRIDGE PERIOD: PEACE OF MIND Real progress along one or more preventative areas (vaccine, treatment, or testing) is key to our renewed economic success (which would likely still, in the short term, see dramatic changes to our business models). Absent this, we will all need to adapt our operations to this temporary new normal… …Bridge Period. If our hotels and restaurants are going to be able to actually attract guests after we open, we will all need to focus on one thing: affording people peace of mind. So, practically speaking, what does this mean…? SPRING/ SUMMER 2020 COVID - 19 HOSPITALITY RESPONSE 07 SPRING/ SUMMER 2020 COVID - 19 HOSPITALITY RESPONSE 08 WHAT WE NEED TO DO SPRING/ SUMMER 2020 COVID - 19 HOSPITALITY RESPONSE 09 WHAT WE NEED TO DO Broadly, we all need to do everything we can to make things as safe as possible for people – staff and guests alike (i.e. by limiting the likelihood of virus transmission to the maximum extent possible). We need to make these measures as visible as possible. It’s one thing to limit the possibility of transmission through the overnight disinfectant fogging of a hotel room, and it’s something else entirely to make sure potential guests are acutely aware that these measures are taking place. We need to be ready to discard our prior history and habits regarding operations. Those restaurants and hotels are dead right now. There is no way to expect to survive, much less succeed, in this bridge period by thinking that what will happen over the next several months will bear any resemblance to what has happened over the past several decades. SPRING/ SUMMER 2020 COVID - 19 HOSPITALITY RESPONSE 10 THROUGH MATH + SCIENCE As many of you know, I am Founder/CEO At Saybrook and was pre-med (a psychobiology major at Yale) and my first job out of college was as a bone marrow cancer-research fellow at Memorial Sloan-Kettering in New York. As a result I have a broad scientific background and understanding, that, frankly, most hospitality industry people do not. (I never in a million years imagined that would or could help in our business, but lo and behold…) The many thousands of hours I spent in various scientific and medical research labs gives Saybrook a unique perspective on today’s challenges, and our ability, including though our creative and branding partner agency, and vast network of freelancers, finance and HR executives, architects and interior designers, attorneys and insurance and organized labor experts, custom fabrication shops, and yes, even physicians, to help you reconsider your entrenched positions regarding how you operate every facet of your business, positions us to lead these collective efforts to overcome today’s market challenges. SPRING/ SUMMER 2020 COVID - 19 HOSPITALITY RESPONSE 11 ABOUT US SPRING/ SUMMER 2020 COVID - 19 HOSPITALITY RESPONSE 12 SAYBROOK HOSPITALITY ADVISORS CORE CAPABILITIES Ideation + Concepting Saybrook Hospitality, founded in 2013, is Re-concepting + Renovations an international, integrative, Property-Wide Programming full-service hospitality advisory, Kitchen Design + Menu Development focusing its industry-leading Construction Oversight best-practices and people on hotels and restaurants, including day to day Interior Design operations management, programming, Project Management concepting, renovations and relaunches, Executive Recruitment financial due diligence, real estate HR/Training procurement and leasehold negotiations, Purchasing digital marketing, profitability audits, COGS/Profitability Audits executive coaching and mentoring, menu Finance development and engineering, and beyond. Operations SPRING/ SUMMER 2020 COVID - 19 HOSPITALITY RESPONSE 13 EDWARD ROSENTHAL has been an industry leader for decades, working with many hospitality giants, including Ian Schrager, Tao Group, LDV, and Stephen Starr. A graduate of Yale University, after a decade of having designed, built, opened, operated, and sold his own ultra-successful NYC restaurant, Ed led the build-outs and openings of Morimoto and Buddakan restaurants in New York, where he was responsible for the dispensation of over $30MM in build-out capital. (Together these two highly successful, high-profile restaurants gross over $40MM annually.) He founded Saybrook in 2013. Before Saybrook, Ed was Chief Operating Officer at LDV Hospitality, owners and operators of more than twenty restaurants and nightclubs in six states including Scarpetta with Chef Scott Conant and American Cut with Iron Chef Marc Forgione. Previous to that he had been Vice President of Food and Beverage for Morgans Hotel Group, where he oversaw food and beverage development and operations for more than sixty outlets, spread across fourteen properties to the tune of more than $150MM in revenues. Prior to Morgans, Ed served as Chief Operating Officer and member of the Board of Directors of Quintessentially, Inc. He currently serves on the Board of Directors for the non-profit Child Guidance Center, as well as on the Board of the $750MM Connex Credit Union. Saybrook’s current and past clients include: Gaw Capital Partners, Quintessentially, LDV Hospitality, the Hospitality REIT Rubicon Company, Morgans Hotel Group, Tao Group, BR Guest Hospitality, Hill Country Restaurants, EMM Group/Catch Restaurants, Starr Restaurant Organization, The Hollywood Roosevelt, Ambassador Chicago, and Two Bunch Palms Hotels, Standard Hotels, Black Tap Craft Burgers and Beer, EOS Hospitality, the private equity hotel fund, and the publicly traded $1.5BN Howard Hughes Corporation, among others. SPRING/ SUMMER 2020 COVID - 19 HOSPITALITY RESPONSE 14 CLIENTS SPRING/ SUMMER 2020 COVID - 19 HOSPITALITY RESPONSE 15 THE SAYBROOK INFLUENCE SPRING/ SUMMER 2020 COVID - 19 HOSPITALITY RESPONSE 16 SPRING/ SUMMER 2020 COVID - 19 HOSPITALITY RESPONSE 17 PROTECTING YOUR GUESTS Saybrook can, working from an epidemiological basis, not only design physical barriers to prevent disease spread, but can also have these fabricated and installed. Such temporary Plexiglass “sneeze guards,” designed to physically separate one person from another (vs. to separate a person from the food they are preparing or eating) will go a long way towards giving people peace of mind. These can be installed at front desks and host stands, between tables and barstools, between bartenders and patrons, in elevator cars and stairwells, etc. Our partner architects and medical doctors will sort out the code and maximize the efficacy for you. Similarly so we can help develop disinfection protocols for guest rooms and public spaces, etc. SPRING/ SUMMER 2020 COVID - 19 HOSPITALITY RESPONSE 18 SPRING/ SUMMER 2020 COVID - 19 HOSPITALITY RESPONSE 19 PROTECTING YOUR GUESTS CONT’D... Housekeeping, laundry, and ware-washing protocols will all need to be “audited” in order to ensure high enough (and long enough) chemical disinfectant concentrations and wash/rinse temperatures are in effect. And you will need to inform potential guests to offer them peace of mind. Similarly, all employee hand wash stations must have touch-less, antibacterial soap, and there must be touchless hand sanitizing dispensers throughout. And again, we want people to know. Public bathrooms should be converted to touchless, etc. Any/all points of sale must be enabled for mobile/online/touchless payment processing/e-signatures as well, including pre-pay check-in/out. SPRING/ SUMMER 2020 COVID - 19 HOSPITALITY RESPONSE 20 SPRING/ SUMMER 2020 COVID - 19 HOSPITALITY RESPONSE 21 PROTECTING YOUR STAFF Physical barriers and one-way/physically-distanced pathways can (and should) also be installed in the back of house, for instance on cook lines and in prep-areas, both to protect staff but also and again to bolster guests’ peace of mind. Saybrook can not only design, build, and install these, but we can also re-engineer your menus in order to decrease the number of line cooks necessary, helping to keep social distancing in the kitchen, and lowering labor costs while maintaining the integrity of the guest experience (via your concept, service, design, culinary, etc.) throughout. SPRING/ SUMMER 2020 COVID - 19 HOSPITALITY RESPONSE 22 SPRING/ SUMMER 2020 COVID - 19 HOSPITALITY RESPONSE 23 PROTECTING YOU We can’t be afraid that our guests
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