PERSONALITIES
Internet and furniture with high-quality upholstery and finishes . The rooms and suites still have the hotel ’ s signature fresh flowers alongside an in-room dining menu for pets .
Like many of his counterparts , Kuenstle is trying to capture younger travelers and a broader target market . Mastering social media is a given .
“ We also saw the opportunity for a hotel with a great non-alcoholic bar program — something most properties lack ,” he says . “ Right now , people who don ’ t drink feel like outsiders . With a talented bartender and so many interesting ingredients , non-drinkers can have cool options for new tastes and , more importantly , feel they belong .”
Kuenstle also shares the view that 5-star hoteliers will have to be greener . Respect for the planet is a selling point as much for the 60 % of business that comes from the U . S . as for the 40 % from international destinations .
“ People are more socially conscious , so we need to communicate that we and the companies we do business with have a social conscience as well ,” he says .
Kuenstle is always looking for new ideas . His fellow GMs in The Leading Hotels are among his sources . He also watches luxury boutique operator JK Place ; Luke Bailes , the owner of Singita , “ who ’ s leading the charge in conservation , sustainability and ecotourism in the safari community ,” and the Tollman family ( the forces behind The Travel
The Club Room
Corp . and Red Carnation Hotels ) “ for their devotion to giving back .”
Being able to filter such diverse ideas within the context of The Lowell has kept this icon agile under Kuenstle ’ s leadership — both in his initial tenure as general manager from 2001 to 2005 ( he left to learn bigger-box operations as GM of the hallowed Pierre ) and upon his 2016 return to lead the renovation . Bruland credits Kuenstle ’ s ability to blend traditional values , tailor-made services and consistency with “ a natural curiosity and a goal of raising the bar a little each day ” as the basis for a quietly disruptive management approach that many say reshaped the service culture at the top of the NYC market .
LOOK TO THE FUTURE Despite appearances , Kuenstle insists that personal balance is essential . “ I have to step away to prevent burnout and step out so that I can come back at a problem with a clear mind ,” he says .
That usually involves a trip to a home in Vermont where he gardens in summer , skis in winter and allows his two cats and three dogs to run free — something they can ’ t do in his New York townhouse .
What keeps him awake ? “ Airbnb is taking a toll on occupancy , but the hotel associations and the unions are working to level the playing field . Labor costs are a big concern . We ’ ll need to find ways to maintain rate even if labor and other expenses increase ,” he says . “ We ’ re also fighting down xenophobia . Our industry is about breaking down barriers and boundaries , so anything that prevents that isn ’ t good .”
Can visitor numbers outpace additional supply ? “ I don ’ t have the answer to that ,” he adds , “ but I do believe that hoteliers on a solid financial footing with a very specific niche or point of view will be successful . If a hotel is nondescript or it ’ s selling itself purely on price , I ’ d be concerned .”
His immediate priority is to increase buzz . “ People refer to ( The Lowell ) as New York ’ s bestkept secret ,” he says . “ In my view , it was too wellkept . It was always talked about by people in the know . Now , we want to get everyone talking .”
“ HOW HOTEL MANAGERS DEALT WITH THEIR GUESTS ’ ISSUES DURING THE WORST OF THE CRISIS WILL BE VEY MUCH TOP-OF- MIND WHEN PEOPLE DECIDE WHERE TO BOOK .”
HEIKO KUENSTLE
28 hotelsmag . com May 2020