Adam Stewart, Sandals Resorts International CEO. Training in his formative years placed him in good stead to fill big shoes. - Contributed Flair spoke with our 2006 eligible bachelor about the pace of his climb to the top and his plans for Sandals Resorts International.
Barbara Ellington: Describe your first job with the company.
Adam Stewart: It was the best job ever, at 16, I got the job of my life, I got paid to run around with guests and have fun (an enter-tainment coordinator). Then, I went on a management training programme and got experience in housekeeping, concierge, enter-tainment and every aspect of the hotel business for two months.
I wanted to go to the University of California, Los Angeles, but my father said I would have to pay my own fees. Instead, I attended Florida International University, close enough to see the vision for Sandals Resorts International (SRI). I worked all through college at the Miami office. I had lots of fun, worked till 11:00 p.m. then went to school in the mornings. My first year after college was spent just observing and finding out every-thing about SRI in Jamaica. Slowly, I began taking over various areas.
What was your first major assignment?
Waterspouts; I carried out complete refurbishing and total overhaul of the section. Now we rate highly among the world's best, plus the budget is 50 per cent less than what it used to be. Next was the photo shop. We were at a point in the business where a paradigm shift was key; Dad had great ideas but sometimes there are problems communicating them to everyone, so I went in and did an overhaul there too.
Did you expect the November 2006 promotion?
I had an idea it would come eventually - which was always a motivating factor, but I did not expect it so quickly.
You did your first degree in Hospitality Management, will you pursue further studies now that you are CEO?
In this business, you either understand it or you don't and your success lies in the human resources. Leadership is key, so at SRI, we have changed the entire way we do business; the approach is more one on one, our people are the best in the business and there is less intimidation when they feel free to communicate their ideas. I am not ruling out further studies entirely, but this is a family business and we have to get the team's to buy-in. Hence, our property performance ratio; we must justify the good and the bad and never repeat the bad. We respond to guest comments and do something about them. That's my plan, I won't have to reinvent the wheel, just make it work better.
You became CEO on November 10, what was the response from the team to date?
They make things happen and I had a great welcome. It's all overwhelming for me at age 25. Let's face it, I am very young; I am short; physically I am not intimidating but it's amazing, there have been no negatives yet. So far, I have visited all the Jamaican properties and my strategy is to allow the team to manage things as if it were their own business. In mid January, I began to spend time in all the hotels, both in Jamaica and the rest of the Caribbean. That's the only way to stay on top of things.
What is your long-term vision for SRI?
I see us changing gears to redefine all-inclusives. I see us being innovative and using creative ideas being more united, we can be better and we will be more demanding of the team. We have to be the best in all areas: children's services, facilities, accommodation, wedding planning services, food and beverages.
It is my understanding that the group now gets requests from many international countries to set up Sandals hotels as far away as the United Arab Emirates. Is that part of your vision for SRI too?
Until there is a confidence level that we are running the best organisation ever, nothing will happen before it's time. If and when the time is right, that will happen.
What will you stamp your signature on?
The execution of the entire children's programme; the family vacation must be all about the child: we'll put that in place in Turks and Caicos first then in Negril.
It is simply a mater of going back to basics to say to the guest, 'here is all you need," so we will also be doing all it takes to enhance the love life of the couples who stay on properties. We will even change our approach in terms of training courses for travel agents so they understand what we want to deliver.
CEOs of large entities, such as SRI, in their mid-20s are few and far between in Jamaica and you are being groomed to fill rather large shoes, do you have fears, doubts or misgivings?
No, I have had excellent training all my life and I have many great people to rely on. This is not a one-man show; it is going to be about how I take it to the next level. I have to ensure that SRI does not become a failed chain. I am confident in the team's drive to the distance with me.
Respond to those who say daddy just gave this to you on a platter?
Come in, sit with me and let me show them, proof otherwise. I am not nave and my father is not a fool; he would not have placed me in charge of over 7,000 people if I did not have a plan to connect with them. I am no genius but I have a plan to push the envelope of all-inclusives to its limit.
Describe your average day.
I start at 8:00 a.m. and most days I go on till as late as 11:00 p.m. I work weekends too, because at this stage of my life, I don't really need time off. The way I see it, dad is now 65 and if I can take 10 per cent of the load off him, that's good.
What aspect of the job gives you most pleasure and conversely, displeasure?
When I see excellent scores from guests on our customer comment forms and when the team says thanks for everything we do or when they are happy and doing their best because they want to.
But I am not happy when someone says truthfully that some aspect of our service was not good.
You represent the future of Jamaica; we have made considerable strides post independence, but we still have a far way to go. Give me three things that you would do to fix Jamaica.
First: I would take more inner-city communities like Flankers in St. James and get the youth organised in training programmes from start to graduation. Providing jobs at the end of the programme is key. This model could be replicated in thousands of other inner city communities by large organisations throughout the island. This would be great for youth who just want a chance to better themselves and the private sector has a responsibility to assist.
Second: The people who have to produce a pay bill weekly and make tourism work understand how difficult things are, so Government should dialogue with us about the hardships felt daily and how we move forward. There is still too much bureaucracy so we need to remove much of the middle management that is stifling the system.
Third: I think our country needs a plan to take it forward for the long term. We need to take such a plan and work it backwards. Be visionary. My age group now represents part of the 'echo-boomer' generation; we have had it all from very early in life; global markets have shrunk. Our convenience and expectation levels are higher than that of my father's time; we want everything now - bigger and better too! So Jamaica needs a plan to "fulfil these needs, in other words, we need to know our customer at all levels and provide the best service consistently.
What is your management style?
Leading by example, being accountable and showing what I expect without any grey areas. I set out what I want and leave no doubt in the team's mind, but all the while I reinforce, recognise and reward pride in the great team.
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Stewart: After high school, I wanted to go to UCLA but my father wanted me in Miami to be close to Jamaica and the business. - photo by Kamal Bankay
