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PROFESSIONAL OVERVIEW
Progressive and highly experienced Casino CEO/General…
Progressive and highly experienced Casino CEO/General…
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John Cirrincione liked thisJohn Cirrincione liked thisI probably spend more time walking through hotels than just about anyone I know, and after thousands of nights on the road, one thing has become obvious to me. Guests don't remember hotels the way we do. They don't separate operations from marketing, housekeeping from leadership, or food and beverage from the front desk. They experience everything as one brand. Every interaction, every conversation, every smell, every sound, every delay, every smile, every problem that gets solved, or doesn't, becomes part of the same story. I think that's where our industry gets it wrong. We spend a lot of time trying to improve individual departments while forgetting that guests are judging the entire experience. They don't care which department was responsible. If the check in was fantastic but breakfast was forgettable, that's your brand. If the room was beautiful but the farewell felt cold, that's your brand. If marketing made promises that operations couldn't deliver, that's your brand. Guests don't hand out separate report cards. They leave with one lasting impression. That's what inspired me to create this Hospitality Experience Matrix. It isn't meant to be a checklist. It's meant to be a reminder that memorable hospitality is almost never about one spectacular moment. It's about getting dozens of small moments right, consistently. Most of them aren't expensive. Most of them don't require new technology. They require intention. They require leadership. And they require every person on the team understanding that they're contributing to the same guest story. I'd actually challenge every hotel leadership team to print something like this and put it on the wall in the back office. Then ask one simple question every week: Which one of these are we getting right, and which one have we stopped paying attention to? Because the little things have a funny way of becoming the big things once the guest gets home and starts telling everyone about their stay. Looking at this matrix, what's one touchpoint you think our industry consistently overlooks? --- If you like the way I look at the world of hospitality, let's chat: scott@mrscotteddy.com
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John Cirrincione liked thisJohn Cirrincione liked thisToday I am proud to celebrate 30 years with Santa Ana Golf Club, Inc. It hardly seems fair to call it “work” when you have the privilege of building a career around something you genuinely love. I am deeply grateful to the people I have worked alongside over the past three decades, mentors, fellow PGA golf professionals, teammates, board members, community partners, and staff who have made this journey meaningful. I began in 1996 as a Guest Services Attendant at Santa Ana Golf Club. Since then, I have enjoyed serving as First Assistant Golf Professional/Tournament Director at both Santa Ana Golf Club and Twin Warriors Golf Club, Head Golf Professional at Twin Warriors, and in my current role as General Manager/Director of Golf. I am especially grateful to the community at the Santa Ana Pueblo, the Tamayameh, to both past and present cultural & governmental leadership as well as the Santa Ana Pueblo Tribal Council and the SAGC Board of Directors for their trust and stewardship. It is an honor to help represent and grow an enterprise that carries such significance for the Pueblo and our broader community. Most importantly, I am thankful for my wife, Carolyn, whose unwavering support has made this dream job possible. Thirty years has been a tremendous experience, and I look forward to the years ahead. I am grateful.
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John Cirrincione liked thisJohn Cirrincione liked thisThere’s a difference people like to confuse. Hard is effort. Hard is learning. Hard is staying present when things are uncomfortable. Disrespect is something else. Disrespect is a signal. It shows how power is exercised. How conflict is handled. How much of yourself you’re expected to compress to stay. Staying through difficulty can be resilience. Staying through disrespect is usually conditioning. This isn’t quitting. It’s pattern recognition. Boundaries aren’t about avoiding hard things. They’re about refusing environments where erosion is normalised. Know the difference. Image credit: Dearme2_ on Twitter/X
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John Cirrincione liked thisJohn Cirrincione liked thisWe’ve officially moved on to EBITDA of the Year. 🏆 We’ve reached a point in corporate America where the spreadsheet has become the HERO and the people have become the "background noise." Here is the reality: Your employees are likely one of your top 5 cost centers, yet over 50% of them are disengaged. They are physically present but mentally on a beach somewhere else. If you bought a $10M piece of equipment and it only ran at 50% capacity, you’d fire the manufacturer. But when it’s your culture? We just polish the EBITDA trophy and hope nobody notices the friction. Mindlessly focusing on ROI doesn't actually create ROI. Humans do. The RAD Method is a deceptively simple 3-step system to stop the "spreadsheet-first" insanity. We transform lives by re-engaging the people who actually drive the numbers—and we have a more FUN doing it than you will staring at a P&L statement. Stop focusing on flawed math. Start leading the people. #Leadership #HumanResources #EmployeeEngagement #EBITDA #TheRADMethod
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