deferred over three years. If an executive earns a 50 % bonus this year, they’ ll receive a third now, a third next year and a third the year after. By year three, assuming consistent performance, they’ re receiving 100 % of their salary again annually in deferred bonuses— and they always have two years of unpaid bonuses ahead of them.( This is in addition to industry-standard annual bonuses.) It creates a classic“ golden handcuff” effect, but one that feels earned rather than imposed. This structure accomplishes two things. First, it makes executives think like owners because their incentives match investor |
goals exactly. Second, it ensures continuity. Someone considering making an exit has to factor in the need to walk away from significant deferred compensation.
RETIREMENT AND BEYOND For highly compensated executives, the annual 401( k) contribution cap becomes restrictive. We’ ve added a deferred compensation plan that functions like a second 401( k), allowing executives to contribute additional pre-tax dollars beyond the federal limit, with a company match up to that limit again. This addresses a potential pain point for senior leaders while providing tax advantages and long-term wealth building.
ON COMMISSION Most hotels treat reservations teams as $ 15-per-hour order takers. We pay them commissions, like a travel agent makes. Seventy percent of our bookings come through voice reservationists in the call center— why wouldn’ t we incentivize the people selling our rooms? These are the people we depend on to upsell, educate customers about the property and build relationships with loyal guests. Our top reservation agents can earn $ 150,000 or more if they’ re exceptional at their job. The commission program is tied to Forbes’ standards— they must pass monthly mystery shop calls
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to qualify— but it transforms the role from entry-level to careertrack.
TIPPING POINT Rather than using our resort fee as a revenue add-on that guests resent, we’ ve made it a no-tipping policy. Employees sign contracts agreeing not to accept tips and can be terminated for doing so. The resort fee funds a distribution to all hourly employees based on monthly guest satisfaction scores. If comment cards drop below 92 % in a department, that team doesn’ t receive 100 % of their payout for that month. The withheld amount goes into training budgets. This creates accountability without punishing individuals— and our wage surveys show employees earn more under this system than they would relying on inconsistent tips.
MOVING ON UP We post all open positions internally every Friday, giving current employees a three-day head start before the position is opened to the public. Last year, 43 % of our leadership roles were filled internally and half of our management team was promoted from within. We’ ve also built structured pathways: hourly employees can become certified departmental trainers( with a $ 1 pay differential), which often leads them onward to supervisor roles and then management. Our CEO Circle program takes six to eight topperforming
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senior directors on an annual offsite with me— this year, a Disney cruise— for direct mentorship and face time that would be impossible in a 2,000-person organization otherwise.
RETENTION WANTED We’ re selective about whom we retain and not all retention is good retention. Top performers with strong cultural alignment get promoted and rewarded. Top performers who can’ t engage people well get coaching and, should that fail, we let them leave.( Not everyone should be in a guest-facing role; some people thrive behind the scenes.) A last distinction between independents and brands. The Boca Raton is not part of a large corporate organization where planning retention strategies are left up to a specific individual or team. Flexibility is a strength of independents and valuable in counteracting the advantages larger lodging companies have.
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Jan / Feb 2026 hotelsmag. com 53 |