Clifford Reynolds had a clear vision from a young age about his career. Even in first grade, he dreamed of becoming a baker. As he grew, his aspirations evolved, leading him from being a baker to a chef, then to a restaurant owner, and finally to his ultimate goal: a hotel general manager. By seventh grade, he had firmly set his sights on becoming a hotel general manager, a choice he has cherished throughout his life. Growing up in Connecticut, Clifford experienced the harsh winters, which included the tedious chore of shoveling snow.
Clifford Reynolds | General Manager | Hilton Grand Vacations
This dislike for snow contributed to his decision to attend the University of Hawaii, where he enrolled in the Hotel Management program. After turning 18, Clifford took a significant leap by flying for the first time, moving to Hawaii to live in a Buddhist dormitory while studying at the School of Travel Industry Management at the University of Hawaii Manoa. At EliteX, we are proud to have Clifford Reynolds as part of the edition: 10 Elite Leaders in Hospitality, 2024.
During his college years, Clifford held various positions to gain experience in the hospitality industry. He worked as a busboy, banquet server, front desk clerk, bellman, and barback. As graduation approached, he faced the daunting task of job hunting. He sent out over 100 resumes and attended numerous interviews but received no job offers. Despite this setback, Clifford remained optimistic. He married his college sweetheart from Japan just a week after graduating, and soon after, he secured a position at the front desk of an Outrigger hotel. Clifford’s determination to advance in his career did not waver. Just a few months later, he was hired by the Hilton Hawaiian Village as an assistant executive housekeeper, overseeing public areas during the evening and midnight shifts. His hard work paid off as he climbed the ranks, eventually becoming the assistant general manager at the nearly 3,000-room resort.
“The industry keeps changing, and we need to change with it. The customer and the employee have changed, and we must find ways to meet their needs.”
Throughout his journey, several pieces of advice from his mentors stuck with him:
- “Your problems eventually check out.” This reminded him that challenges are temporary and manageable.
- “Make a decision.” He learned that while decisions might be difficult, they should be made with conviction and a clear understanding of their implications.
- “Manage by walking.” Clifford understood the importance of being visible, engaging with staff, and setting expectations through personal observation.
Clifford credits some of his success to the guidance of great mentors such as Thom Spitler, Noel Trainor, Peter Schall, and Dieter Huckestein, as well as Dean Gee from the UH TIM School. He also made his mark in the industry by introducing innovative ideas that improved operations and guest experiences. In the early 1990s, Clifford played a significant role in creating a key distribution system in Japan. He developed a method to send a key file via modem to United Vacations, which used it to create magnetic keys for guests before their arrival. This innovation streamlined the check-in process and enhanced guest satisfaction. Another achievement was the automation of reservation uploads. In the 1990s, rooming lists were still being delivered on paper, leading to errors and inefficiencies. Clifford collaborated with corporate IT and JTB’s IT to create a program that allowed for the uploading of guest lists from floppy drives into Hilton’s reservation system, saving time and reducing mistakes.
He negotiated changes that saved the hotel significant money, including switching from USA Today to a local newspaper, which saved Hilton $100,000 annually. His experience extended to high-profile projects like the conversion of an apartment building into a vacation ownership tower managed by Hilton Grand Vacations. Clifford also played a critical role in the design and construction of the Kalia Tower, which, despite facing challenges like mold, furthered his expertise in crisis management. Throughout his career, Clifford has worked with numerous celebrities, including Dwayne “The Rock” Johnson, Britney Spears, and Michael Jackson. He checked in Chelsea Clinton and interacted with world leaders like the Vice Premier of China and the President of Taiwan. Each encounter added a unique story to his career. Clifford faced various crises in his roles, including handling situations such as fires caused by guests, several unfortunate suicides, and the temporary closure of a tower due to mold. His ability to navigate these challenges highlighted his resilience and leadership skills.
His next step took him to the Hilton DFW Lakes Executive Conference Center, where he became the general manager. Faced with competition from nearby hotels like the 1,500-room Gaylord Texan and a 200-room Hyatt, Clifford focused on retaining team members and groups. He organized focus groups, one-on-one meetings with managers, and coordinated sales trips. His efforts paid off, as the hotel only lost three of 286 team members during this competitive period. The hotel also maintained its revenue and earned Hilton’s prestigious Connie Award based on guest satisfaction and brand standards.
“I had great mentors in my career who guided me and helped me make my mark in the industry.”
During this time, Clifford led a renovation of the hotel’s meeting space, rebranding the Bar and Grill to “Bonnie & Clyde’s Hideout,” capitalizing on local legends that connected the infamous couple to the property. Unfortunately, Clifford’s time at Hilton ended when the property was sold as a franchise. He then took on the role of managing director at Silver Saddle Ranch & Club, an independent resort in the Mojave Desert. This expansive resort offered various amenities, including guest rooms, RV spaces, tent camping, a full-service spa, horseback riding, and a range of recreational activities. While managing Silver Saddle, Clifford introduced exciting new features, such as a miniature golf course and a Dino Discovery area where children could dig for giant concrete dinosaur bones. He also initiated entertaining activities like bingo, karaoke, and cooking demonstrations. Under his leadership, the resort saw an increase in customer service scores and revenue.
After a successful stint in the independent resort industry, Clifford ventured into financial services and business consulting before returning to hospitality. He accepted a position in Pasco, Washington, at the Red Lion Pasco and later at Springhill Suites Kennewick. His time at Red Lion coincided with the challenging COVID years, yet he managed to perform well against the market averages. He implemented innovative technologies, such as leasing a robotic vacuum for cleaning common areas and installing water massage tables for guest relaxation. At Springhill Suites, Clifford’s leadership transformed the hotel’s performance. The property rose from the middle of the brand rankings to the top 20%, earning a Marriott Silver Award. In 2022, they achieved record revenue and profit numbers, surpassing those figures by over 15% in 2023. A proud moment for Clifford was developing a cohesive management team and mentoring his successor, a front desk agent he had promoted to assistant general manager within three years.
In February, Clifford arrived at Greensprings, with a vision for rebranding it as a Hilton Vacation Club by September. Under his guidance, the transformation was a success, marking another milestone in his career. Clifford believes that the hospitality industry is in a constant state of change, driven by technological advancements and evolving guest expectations. With innovations like smartphone keys, RFID cards for self-pour bars, and smart rooms that allow guests to control various features through an app, he recognizes the need for adaptability. Understanding the changing demographics of guests and employees is crucial. Clifford notes that Gen Z seeks a better work-life balance and expects employers to accommodate their schedules. He emphasizes the importance of finding ways to meet the needs of both customers and team members in this evolving landscape.
As he reflects on his extensive career, Clifford remains committed to staying updated on industry trends through articles, seminars, and training programs. He is excited about the future and eager to implement new technologies and strategies over the next decade. In conclusion, Clifford Reynolds’ journey through the hospitality industry exemplifies dedication, innovation, and resilience. From his early dreams of becoming a baker to achieving his goal of being a hotel general manager, he has built a remarkable career filled with achievements and invaluable experiences. His commitment to excellence continues to shape the hospitality landscape, and he looks forward to embracing the challenges and opportunities that lie ahead.
“Make a decision. You will be challenged and tested; don’t worry if it’s not the ‘right’ decision. Just know why you made that decision.”