Creating The Perfect Customer Experience With Ingrid Orezza | Ep. 307

 

When the Guy in the Yellow Tux, Jesse Cole, attended the MMT conference, he stayed in Montage Los Cabos and had his mind blown by the perfect customer experience. This is his chance to ask the most burning questions from its Director of Learning, Ingrid Orezza. Ingrid talks about how they are bridging the gap between the associate and guest experience, and how that results in amazing customer engagement. She also shares details of her job as Director of Learning to train 600 associates and the eight values that she considers when onboarding new hires. Discover the power of what you say and what you don’t say, and learn how knowing your “why of work” gets you committed and ready to be the best version of yourself.

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Listen to the podcast here:

Creating The Perfect Customer Experience With Ingrid Orezza

Our guest is the Director of Learning of Montage Los Cabos. I stayed there at the MMT Conference and was blown away with the customer service. It was possibly the best customer experience I’ve ever received or witnessed firsthand. It is business done dramatically different and I need to know how they do it. In this episode, Ingrid will show us how. Ingrid, welcome to the show.

Thank you, Jesse.

To give some background, you presented to the group with these top-level entrepreneurs and a crazy guy in a yellow tuxedo. The reason you spoke to us is, “How were you approached?” We were blown away. We were like, “How are you doing this?” The GM come up to you and said, “Can you share?” How did that all happen?

I was asked by one of my colleagues, my associate, she was in charge of the group and she asked me, “Would you be willing to speak with them to do a short interview?” I did not know the scale of the interview but she said, “Are you willing to share our culture, what we are doing about training and our internal process or let’s say the secrets of Montage?” I said, “Absolutely.”

We all left inspired and we connected from there. I want to paint the picture for the audience here to understand how my stay was and you should be proud of what you guys have created there. I vividly remember our van pulling up and as soon as we get out of the van, we are greeted with nice cool towels because it’s Mexico so we immediately put those on our neck. Within about five minutes, they take that away from us and as we walk in and we’re greeted with a specialty drink. There was tequila in it or something but it was good. As soon as we get the drink, we’re greeted by everyone with big smiles. We were greeted by the receptionist in front and we got a room. They walked us all the way to our room. They gave us a tour of our entire room.

That is rare because most hotels are like, “Here’s the key and go.” We’re given a full tour and asked about some of our preferences. I said that I like to drink water. I remember leaving and there were new waters already brought into my room before the time I came back from lunch. I was blown away and this was only the start. I’m painting this picture and I know this is what you guys do but people need to understand, how do you do it? When I go to lunch and you know me, Ingrid, I’m wearing this crazy yellow tuxedo, ridiculous. When I would go to lunch or go to a meal, as soon as I would sit down, someone would bring over a hat stand a literal stand for my tuxedo hat. I was like, “This is crazy.”

I heard someone next to me while we were there, they were saying how much they loved the apples in the dip. By the time that they got back to their room, there were extra apples in the dip. I’m trying to paint this picture because this is not normal. Ingrid, I’m guessing you were responsible for this, but on the last night when I went to my room, there were three yellow tuxedo custom cupcakes with the yellow tuxedo all put into it. There were yellow balloons and someone sketched Savannah Bananas on it and a handwritten letter. It was the next level. We call those, “You Wouldn’t Believe Moments,” and you and your team created that. I left and was wowed and you are here now. First, thank you for that. That was unbelievable.

Thank you for sharing that story.

That’s what I witnessed and a lot of other people had that. Another big moment is every time we walk through the resort, your staff would stop and they would greet us, they would say, “Buenos días, Buenas noches,” or whatever time it was during the day. This is all part of your framework. I want you to take me a little bit back and tell me about what’s the makeup of the Montage Los Cabos. How many team members? How many employees? What’s the setup? This is a big undertaking to deliver this experience.

[bctt tweet=”Teach what you are. ” username=””]

Thank you, Jesse. Thank you for sharing your story. First of all, I would have to say that I didn’t know what to share. I went online and looked on our web page. I was looking for something to talk about on the webpage. It’s all about selling this unbelievable experience, the customer’s experience. It’s not different from what other hotels do. I was looking for it online. I said, “We have a great location. We have amazing offers. We are honored to be on the Santa Maria Bay,” but it’s not about it. When I was thinking, “What is it that makes us extraordinary?” I don’t hesitate. I know it’s a service. I know that an extraordinary assorted experience creates extraordinary guest experiences. Instead of me trying to link into how can we sell the hotel? I would like to talk to you about our associate experience because that’s where we focused on. In the end, the result of that focus speaks for itself.

Your title is Director of Learning. How did that title come about? Let’s go back a little bit. How did you get that position because obviously you love teaching your associates to deliver this great experience, how did you join the team? It’s fascinating. It’s a title every business should have because you need to constantly teach and learn if you want to be constantly growing.

I agree with that. That’s one of my life purposes. I always say, “We teach what we are.” I’m committed to continuous learning personally. When I find a company that has learning as one of its core purposes, I am amazed by it. I know learning is always part of the strategy or at least a solid customer focus strategy. When you have that learning component, it’s the only way that you can drive great customer experiences. It’s funny you said that because I love it when I meet people and they say, “Director of Learning, that’s a funny title.” There are directors of learning in all Montages.

The one who began this was the VP of Learning, Derra Lee Edwards. She was instrumental in this component. Mr. Alan Fuerstman who is the Founder and CEO of Montage created this vision of how he wanted the experience to be with her. She wrote the values, mission and brand philosophy with him and she made it our job to make it continuously real. It’s interesting because the Director of Learning is a position that can be compared to the training manager in a hotel or in any company to run a training component. We have the commitment to not only give the trainings but to make this vision a reality in our day-to-day interactions and in every experience that we have with our associates and guests to make this real.

Let’s talk about the vision of Montage and how this is spread. You joined and it’s shared with you and you’re hiring people. What’s the amount of people that you’re responsible for training?

At the Los Cabos, we have around 600 associates.

Your job is to prepare them to deliver a great experience. Can you start from the beginning in the sense that when you started hiring this group, how did the hiring process go? How do you bring on people and make sure that they fit the vision?

We have a saying that when we hire, we focus on eight values that we have. That’s our structure of the body. We hire for talent and train for skill. We won’t hire the best technical expert unless he also has the values component strong. We won’t risk the values component even if the person is talented enough to get the position. We train for skill but we hire for values and for their unique talent.

What are some of the unique things? Do you meet the associates firsthand right during the hiring process or do you come on right after they are hired?

 

I come on right after they’re hired. They get a two-day onboarding experience. It’s called Morris. It talks about our habits or manners. It’s a different onboarding process because it’s not only about sitting and taking the class, but it’s about living the associate experience. We all go in there, all the executive committee and we talk about the values. It’s also about constantly taking our new associates out of their comfort zone. I’m sure you talk about this in many different ways in your podcast but we tend to go back to our comfort zones in doing things the way we learned how we should do it and doing things in a way that it was said to us at some point. What we want is to allow them, I’m saying allow them and not teaching them because they already have their values. It’s allowing them to live their values because it’s something that we all want and have. Sometimes we get into our comfort zones to adapt to the environment, we don’t act the way we would want to. Do you know what I mean?

100% and how do you get them out of their comfort zone? You’ve got this two-day onboarding. At a part where we’re all seeing the end effect of how great the experience is. It starts on the hiring and now what you come in place is the onboarding. How do you get them out of their comfort zone and get them ready to deliver this experience?

We continuously ask them many questions. We made this training into four key pillars. We’ve talked a lot about the first impression and the power that it has in their own experience as in the guest experience. We tried to shorten this gap between associate experience and guest experience. Once you become aware that the way you are treated and the way you treat others is the way that our guest is also expecting how to be treated, the excellence of the service comes naturally. What you were sharing about the smiles, you cannot force somebody to smile. You cannot tell him, “From this time until this time, you smile and you’re happy. Do that.”

They need to find in themselves the power or the correct reasons for them to smile. There’s a book called The Why of Work written by Dave and Wendy Ulrich, they talk about work being the perfect platform to find meaning. I love this and we talk about the first impressions and they talk about the power we all have within us. This is where I tap into the most in this two-day training. Make them aware of this power that we all have in guest experience. Regardless of the position. We can’t run a restaurant without the store and we can’t run a hotel without the housekeeper.

At the level that the housekeeper realizes how important she is for the experience, that’s when she can deliver to her fullest potential. We’re all about performing at extraordinary levels. The last component of this onboarding is at the end and tying it to the business. As a group and I’m adding myself to the onboarding group, how can we demonstrate, represent and impact the business? In the end is allowing them to become aware of this circle. The better first impression that we cast and guest experiences that we drive, the better business we’re running. The relationship is direct.

You’re teaching the first impression and the four S model is interesting. It’s not only talking about it, but it’s also having new systems and ways people can understand things or showing them or giving them a great experience. That’s what I want to dive into. It’s the different things like the four S. I remember writing it down and I was like, “This is different.” Could you share that a little bit?

It’s something that we do. It’s called The Four S: stop, stand, salute and smile. This is part of the language component of the first impression. We talk a lot about language. We talked about how you speak, what do you say, but most importantly, what you don’t say. What you don’t say is also communicating. We talk a lot about nonverbal communication. When we go into this, we teach something that is called The Four S’. The intention of the Four S is to acknowledge the person that is in front of you to be in full presence and allowing them to cross your path and opening the door to have a conversation. Stop what you’re doing and recognize the presence of the other person that’s in front of you. That’s something that we do. Let me share with you something funny, Jesse. This is a good problem to have, but sometimes people will freak out. I have guests that say, “Why does everybody smile when I walk?” It’s because of that. We want to stop what we’re doing and acknowledge the person that is in front of us. You’re here and we’re here for you. That’s the message that we want to give.

It’s important because here in the States, so often when we’re going to try to make an order and they’re not even looking at us, let alone stopping and saluting. What you showed and it probably had 100 associates over the five-day stop, salute and recognize me. It’s the utmost respect for a guest. I stopped and started doing it to them. I was like, “I respect you.” It was great. I learned a great lesson there. That’s part of the unique things. Stop, stand, salute and smile but you also mentioned what you don’t say in the nonverbal communication. What are things that you teach as part of your learning program of things they should not say like nonverbal communication?

This is a good point that you bring. We don’t have a binder that has all the possible situations that the person will encounter. It doesn’t exist. The perfect script doesn’t exist and we don’t expect associates to memorize all the words or phrases that they should be saying because that would be a cookie-cutter. We don’t want it to be that. We want all of us to be the best version of ourselves while we are here. What we strongly teach and our big focus is on the values. We focus on that and how we make people feel. That’s what matters most to us.

[bctt tweet=”Hire for talent and train for skill. ” username=””]

In a regular interaction, I’m focusing on how you’re feeling. The exact words that are said are less important but it’s about the way how I make you feel. I will use the words that I have in my best version of myself to do that. What we teach is all about examples. During that two-day training, we talk about different scenarios, possibilities and we start changing words. For example, instead of saying, “Yes or okay,” we start saying “Absolutely, my pleasure, I would be honored or I would be glad.” It’s to upscale this experience and giving it a little bit of the luxury sense because that’s what we link to luxury. The presence combined with this sense of a unique experience.

Language is important. They go through this two-day training or onboarding with you. Language is number one. What are the other parts of the training?

We talked about language, verbal and nonverbal communication. We talked about appearance. We link appearance because of how you look. Grooming is a topic that is tough to train. If you want to see if a trainer is good enough, make them teach grooming and you will see how difficult it is.

We’ve got language, then appearance and grooming. Do you have a metric of how people should be groomed?

Yes.

Share that with them. It’s thinking about all the beards that we have here in Savannah and everyone would have hair all over the place. I’m intrigued to hear what the Montage’s viewpoint in Los Cabos on appearances.

We have a whole standard on appearance and we take it seriously. It’s the little details like how long your nails should be or are allowed to be. We don’t allow beards here but if we should because in other Montages we do. We show the expectation of how it should look and if it doesn’t look that, you’re not allowed. It’s very detailed because what we teach is not only how you look but it’s also about making a first impression. It’s sending a message. We all are sharing our own message. We teach them to find the message and we help them to deliver it in the best way possible in the language that our guests speak.

What else? You’ve got nails and in other Montages, there are beard guidelines. What are other things with appearance? Few companies are focusing on this and it is such a first impression on how people will judge or interact with you. What are some other things with appearances?

Makeup, shoes and dress codes.

We’ve got language, verbal and nonverbal, which goes in language and appearance. What’s next as far as the training?

The most important component of the first impression is the attitude. We teach them a lot about attitude. These attitudes are related to one of our values and that’s passion. We know that at the level that you are able to live your passion is also how committed you can be. The guest experience will only be impacted when you achieve good engagement from the associates. This is where we need a big focus, the attitude. How can we relate their attitude with their engagement? Their ‘why.’ When we are able to drive great engagement, we can expect a great customer experience.

Are there any exercises that you do to help them get better and work on their attitude in how they express themselves or their passion?

Yes. We do exercises in these two days. What I can share with you is, it’s within us. It’s within each one of them. It’s allowing all the participants to connect. To be honest, it should be between the connection that at the end of the two days, they get between each other and the connection that they are able to make with the presenters. It’s not only them taking a class. It’s allowing them to understand the information and instead of me speaking when I teach the class, it’s me who’s asking questions. I ask them questions until they come to the point where they can find those reasons themselves. I don’t have to give it to them because we all have our own reasons for why and how we work or why we do things. When we have that presence, we’re committed and we have the right reasons to do things.

Attitude is important but it is tough to sometimes teach. I’d be fascinated by some of those questions that you’re going through and you’re working out with them. What are some questions you asked them to hopefully demonstrate their best attitude?

The first exercise we do to get to know each other is we do an ice breaker. We asked them, “What was your biggest success this year?” “What is your expectation in this new position that you will have and what are your biggest passions?” I allow them the opportunities to connect between themselves and I talked to them. We make a recap of what we found. You have a better performance once you are aware of your talents. It’s also allowing them the opportunity to find their own talents.

We’ve got the language, appearance and attitude. Are there any more as part of the training?

The first part is the first impression. We focused a lot on the first impression and that covers it. After that, we focus on power. The subject is, do you know how powerful you are? This where we talk about our potential. This is where I still get surprised about what people can do because when we talk about their own power and we teach to talk about this is charisma. We have exercises about charisma. We talk about warmth, intention and authority. What is authority? What are their goals? What are you doing to get those goals?

You’re talking to a guy wearing a yellow tuxedo, so I’m always thinking about charisma, energy, enthusiasm, but a lot of people are introverts. How do you get charisma? Is it still only questions? I’m wondering if there are ways, exercises, games or things that you do or is it only making them aware that this is who we’re looking for?

[bctt tweet=”What you don’t say is also communicating. ” username=””]

We do an exercise and we talked about it. What is culture? What is charisma? Can you teach them? Do you have charisma? This is the kind of training that we have. In the end, it’s for them. Even if you’re an introvert or even if you’re an introvert, regardless of the position you have in the hotel, you will make an impact on the guest. We need you to be at your best. What is your best? Do you know your best? What’s the best version of yourself? I have heard comments after the journey that people say, “I have never felt comfortable in an environment speaking.” That is what we want.

Sometimes the environment, Jesse, I know you talked about this, but it’s not what we would like the environment to be. In companies, sometimes we have an expectation, dream or vision and the reality is different. Here, the importance is we make it real. It’s all our responsibility to make it and we need everybody committed to making this real because it’s not a one-man show. It’s not one person. Every customer experience cannot be made without a team effort. That team effort is the meaning of the value that we have that’s called respect.

As the Director of Learning, you do these amazing two days with them. They go off and they’re on the property. What happens next as far as training on the job? Do you have meetings every day? Does each group have meetings? Do you talk about some of the things that happened the previous day? How is the ongoing learning throughout all the associates?

I love those because those are important points. There are trainees that aren’t for everyone. There’s a part of our culture that needs to be taught to everybody that comes in. There are parts that are job-specific or level specific. We do have leadership positions and associate positions. The leadership positions, for example, specifically, I work directly with the leaders. We work a lot with the exceptive committee and we train a lot on leadership awareness because, in the end, the culture that we teach and we live this day by day. The culture is a representation of the leaders’ behaviors. We work a lot with the leaders, for example. They get a specific extra day of training where they get to start getting to know the process and the key persons that will be the key to their positions and they start a process. The associates all attend training in their own petitions and I follow up with their manager to make sure that their training is being consistent.

I opened the show sharing some of my wow stories that stood out. I’d love to hear some that you either share, I’m sure that apart from getting the team to understand what this looks likes, you share probably some stories of the other associates. Are there any stories that you love to share that you are proud of what the associates do to deliver a great experience?

I knew you were going to ask me this. I don’t have the best wow story in my mind. This wow thing is a tricky part because you would be surprised but I swear it’s not our main focus. We don’t focus on delivering these wow to the guest. Most of our time, we focus on perfecting the basics. We have a process to perfect the basic expectations of the guests and the standards on auditing. That’s performance at extraordinary levels. Once that is covered, the associate has the canvas to shine. What I did was I interviewed my own associates. I interviewed the associates that are close to the guest and I ask them, “What has been your biggest wow?”

For them, it’s difficult to find one. They gave me these hundreds of experiences. In all of them, I found a couple of things in common. I want to share these golden nuggets because it has become interesting. They told me all these stories about sharing a picture they took for their guests in a moment at dinner or in a sunrise activity. They took the picture and they send the picture to them. It’s about customizing the milkshake of the kid of the family and sending them the specific flavor of the milkshake. It’s drawing of a dog with a bone with the name of the dog that wasn’t able to be here on this trip or cookies with their favorite superhero. I realized that it isn’t about that.

As I was doing the interviews, I realized that the wow moment is the associate being able to think, “What can I do for this person that would wow them?” When he’s at that stage thinking about that, it means he wants to. There’s a genuine interest in him wanting to surprise the guests or he has developed this emotional connection with the guest that he wants to surprise them and their mission is fulfilled. It’s less relevant to me. I’m not sure if this correct or not but for me, at this point, it has become less relevant to the specific picture, cupcake, cookie or anything that you can touch. It isn’t about that, but it’s about the moment where the associate is able to think about it. There’s genuine care. That’s the magical part of it.

 

They have freedom from what I understand. They have the freedom to do those things. Getting me the cupcakes or getting the special bone with the name on it for the dog and doing all these things, it costs money and time. Part of what you teach in the learning is, you have the freedom. How is that taught to the group? A lot of people don’t know, “Can I do this?” “Am I allowed to do this?” “When can I do this?”

I remember that we always get this question and our general manager would answer, “It will freak you out to know that we don’t budget for that.” There are no limits. The magic is when we realize that it’s not about how much it cost because the most impactful stories are the ones that usually cost less. It’s not about the bottle of champagne that you had ten times in your stay or you could get in any hotel, but it’s about what we can do differently for you. It’s about, how can we show you that we care? In the end, it might be a smile. It might be coffee or a custom coffee that’s there for you every morning.

It will be linked to your own story. It will become interesting. We have been open for a while and we’ll be two years in May of 2020. It will be interesting because we will start receiving more repeat guests every time. With the repeat guests, it’s where you’re challenged to continuously wow. I always ask this, “If you have to think about your wife, for example, when can she be more surprised? Would she be more surprised with the first gift or with the last one?” That’s challenging because time has gone by and expectations rise. What are we doing to be able to wow these repeat guests as well?

It’s refreshing to see how simple you guys keep things. Is there something that stands out or a day that was the most fun for you or the associates? Fun is a big part of what we do and people are having fun. You haven’t mentioned anything about doing fun things for the associates yet or having a good time together. Are there things that stood out for you that are like, “We have so much fun doing this, this is fun for us,” that comes to mind?

Absolutely. Do you know what they say in the Montage gossip world? Fun was one of the values that we wanted. As a company, we decided not to incorporate it when Montage was founded but it’s there. Everybody says that it’s there and it’s present. It should be one value that we have written but it’s not there yet. It might come at some point, but not yet. As part of the HR team, what we do for the associate experience is, we focus on the family. When we talk about fun, we want to know and we want to have fun with what the associate cares for.

If you care for your family, we do too. At the hotel, instead of throwing a big party for our associates, we throw a smaller party but we invite all the family of the associate. In the slow seasons, we open the opportunity for the associates to bring their children and have Friday Montage movies for example. We have a lot of family-focused experiences for our associates that make it fun for them and to allow them to live this passion that they have for their work with their family too.

Involve the family, is a simple way to think. When you’re doing something, you think, “Is the family involved?” We think about that constantly when we write letters thanking the spouse. Sometimes we will invite them to special dinners. That’s so important. It’s not only getting a gift for someone who works for you but what about a gift for the spouse or the significant other. That’s so important.

We have special recognition because recognition is also a big part of our culture. It’s called Masters. We recognize the Montage Masters. They’re the ones that lead the values. When we recognize them, we invited their significant other. They get dinner, a special price and they get a check. They also get a monetary recommendation. When they bring their wife, it usually only happens with the wife, now that I think about it. It’s funny because I say, “No, the check is for her.” It’s the price for the wife and the significant other.

The Montage masters, these are the leaders that are doing a great job. What are other unique recognitions? This is such a piece that’s not talked about enough.

[bctt tweet=”When you are able to drive a great engagement, expect a great customer experience. ” username=””]

We do have two kinds of recognition. Let’s say we have formal and informal recognition. When we’re talking about formal recognition, it’s the process we have in place to recognize excellent performance. We do MVP, which is aster of values in practice and we do the masters. One is for the associate level and worse for the leadership level. We also have a non-formal recognition that’s called the Montage Magic. We recognize ourselves or any associate can recognize any other associates for going above and beyond or for performing at extraordinary levels

How often does that happen?

Every day.

How do they recognize someone?

It’s a card. What we do is deliver the card. Every department has their own lineups. What we teach is we need to recognize in public. We try to do it where there’s a crowd around and we talked about the behavior. What do you do that for me would stood out? That’s what we expect to continuously happen. We go and give the card and that card can go into a raffle because we do a raffle.

Ingrid, I’ve been grilling you for a little bit. We’re going to do a quick little game. It’s Flip the Script show. You’re now the host of the show and you can ask me one question.

Why yellow? What does the color yellow represent for you?

Yellow for me is standing out. It’s fun, a little different, a little crazy but it’s not generic and it’s not normal. For me, the yellow tuxedo was a way to stand out and make sure that everyone says, “This guy’s having fun.” It’s not anything too serious. I wear it all the time and I believe in it. I don’t get asked much about the yellow car, I get asked about the tuxedo but the color is obviously a big piece of it. If you’re wearing a black tuxedo, you look good but it’s almost too normal. I want to follow that up with you here. You mentioned some questions earlier. I believe if you want better answers in business, you need to ask better questions. What are some other great questions that you’re asking these days, whether it’s about your associates or your leaders to deliver a better experience or anything that’s helping you guys be better at what you do?

For me, it’s about the connection. I ask them how and why. Sometimes it’s not only about the question but it talks about, “What do you do with the answer?” When I ask them any question, I focus on myself being present, truly listening and being able to do something with what I’m hearing.

 

You guys deliver great experiences, but now that’s what I call service. What’s the best service experience that you’ve received? What was something that stood out for you that you was like, “This was special?”

I am willing to share any other experiences in any other hotel brand but my best one has been at Montage, Beverly Hills. I was there for my birthday. I was there having breakfast with my friend and the in-room dining knocks on the door and they have this cake. It was my favorite cake with my picture. I not only have presents for my friends but I also had the card that we have in HR that we give to all of our associates. I had it there in Montage Beverly Hills. I don’t know how it got there. I don’t know how they did it, but I was wowed. The least expensive part of my surprise was the card but for me, that stood out. How did they do it? I’m usually not easy to be surprised with my own things but this time, I was wowed.

You mentioned a book earlier but is there another book or something that has taught you and brought you to where you are now? What’s a book that has impacted you?

In Montage, what I use as my Bible is the Speed of Trust by Stephen Covey. Personally, I read A Course in Miracles. That has changed my life.

Ingrid, you’ve been outstanding. If you were to give advice to a leader to deliver a better customer experience, what would you tell a leader of a company and say, “This works. If I could give you advice on how to deliver a better customer experience, this is what I would share.”

I would say that we should never underestimate or never overlook the power of our leadership and our behaviors. For a time until now, I have allowed myself to nourish me first and share it. Somehow this expands. When you were talking in your day-to-day behaviors, are you coming from a place of wholeness and gratitude or are you coming from a place of ego? I will tell them to never underestimate the power of nourishing yourself first and sharing from a good place.

If you were to give the best advice to deliver a great associate or employee experience, what would you share?

Focus on the guest, connect with him and have the values present. There’s a part of our vision that says, “We are prepared and empowered to always do the right thing.” You are prepared and you have what you need. It’s about doing the right thing. That’s what we all want to do. We want to do it right.

You said it best, do the right thing. The simple act of doing the right thing with me wowed me and everyone that was at Montage. We were blown away. I give a huge recommendation to the Montage Los Cabos and what you’re doing. I want to thank you much for being with me on the show.

Thank you, Jesse. I appreciate it. I love hearing great customer experiences and being able to share the associate component of it. I want to share with you that we are going to be recognized for having the best associate engagement score in the history of the company. That’s huge for us. In the end, I know that these guest experiences that I’m listening to and I know that you talked about, that’s where they come from. I love being able to see and live it.

You and your team are an inspiration. Thank you so much again for being with us.

Thank you.

Important Links:

• Montage Los Cabos
• Derra Lee Edwards
• The Why of Work
• Speed of Trust
• A Course in Miracles

About Ingrid Orezza

Hospitality professional integrating luxury service with meaningful connections.

Committed to deliver measurable training results and a wellness environment that make employees happier and more productive, unleashing their potential, driving engagement and impacting directly customer loyalty.