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Willpower makes Rosewood’s MacDonald a force of her own

Caroline MacDonald, group vice president of sales, distribution and business performance, Rosewood Hotel Group, is here to serve. Called to public service, MacDonald was a U.S. Air Force staff sergeant who handled personnel administration in times of peace, and trained to plot nuclear, biological and chemical fallout in times of war. Her altruism combined with psychological and strategic prowess gleaned from the military has fortified her civilian career in hospitality. During the pandemic, her crisis management skillset has proven a true asset for Rosewood and the numerous charities where she volunteers.

Contributed by Alicia Sheber

“How do I serve my organization? How do I serve my team? How do I serve our mission as a hospitality company?” asked MacDonald in a recent interview with HOTELS. These considerations are integral to her personal ethos and COVID-19’s mayhem meant reevaluating her answers — quickly.

Rosewood responded swiftly to the disruption by connecting with customers, corporate partners, agents and industry professionals to understand guests’ barriers to travel, plus what would pique their interest enough to take a trip.

MacDonald with her Moto Guzzi V7 Special motorcycle
MacDonald with her Moto Guzzi V7 Special motorcycle

Ever-changing travel restrictions across the globe have been quite challenging, said MacDonald, since each property’s location falls under different government regulations. Laws requiring U.S. citizens to be tested before traveling compelled Rosewood to create protocols facilitating this, too. They found that personalizing every step of guest interaction reassured travelers that each experience would account for their concerns, and Rosewood pledged that changes would enhance experiences rather than reduce them for the sake of sanitization.

Becoming a destination

With the pandemic curtailing local excursions and exploration, Rosewood’s hotels and resorts suddenly became travel destinations unto themselves, not just places to stay. Guests wanted to be entertained throughout their visits, prompting properties to create complete holiday experiences inspired by the innovative, sometimes unconventional use of space.

For example, with children learning online and parents working from home, Rosewood Miramar Beach in Montecito, California, launched remote classrooms where students connect to virtual lessons from poolside cabanas or terraces and remote offices where parents work from tech-enabled suites. Rosewood Inn of the Anasazi in Santa Fe, New Mexico, has a Daily Workspace program that supplies professionals with a kit of work essentials. With families no longer tethered to specific locations, some even stay for 60 days.

“Rosewood is always looking to develop experiences you wouldn’t otherwise find,” MacDonald said. “Our philosophy is to curate interesting partnerships with ‘insiders’ — young, up-and-coming designers and artists doing interesting things. Recommended by local team members, they might not be obvious choices, but we think they’re going to be notable.”

These partnerships have helped Rosewood expand its entertainment repertoire within the confines of its properties. At Rosewood Phuket, Thailand, a tie-dye artist gives lessons and around 5 p.m., a bartender knocks on guestroom doors offering drinks in fresh coconuts. Pop-up picnics in Rosewood Hong Kong’s gardens have been popular. MacDonald predicted properties will get creative about transforming into entertainment venues while guests, especially over the next couple years, stick close to spaces they trust have taken precautions. Of course, this also increases onsite revenue.

Keeping it moving

When it comes to brand development, it’s full steam ahead with São Paulo, Brazil, in late 20201; a renovation in St. Barth, French West Indies, this fall; Madrid, Spain, in fall 2021; Munich, Germany, in early 2023; and Amsterdam, Netherlands, and Rome, Italy, in 2023. “Wherever our guests travel is where Rosewood needs to be,” MacDonald said.

“The secret to my success is that I'm always trying to identify gaps in the organizations I serve and figure out where I can provide the greatest value.” – Caroline MacDonald
“The secret to my success is that I’m always trying to identify gaps in the organizations I serve and figure out where I can provide the greatest value.” – Caroline MacDonald

MacDonald said her five years with Rosewood have provided the most professional growth in her career. Dealing with the pandemic has been pivotal, requiring resilience and leadership to motivate teams so they focus on safety and don’t lose hope. Her superpower is her determination. “There isn’t anything we can’t accomplish together,” she said. “Providing people with that certainty while giving them confidence to do things they aren’t sure they can do has served me well through my entire life and career.”

When MacDonald needs her own confidence-boosting exhilaration, she hops on her motorcycle. “I used to have a Harley, but now I have a Moto Guzzi V7 Special, because it’s faster!”

Clearly, she’s going places. So, what’s next? Whether strategic or operational support, she has a keen and pragmatic approach to providing value in business. “I’m a super-adaptable player,” she said. “The secret to my success is that I’m always trying to identify gaps in the organizations I serve and figure out where I can provide the greatest value. That’s rewarded me with great opportunities and it’s how my next iteration will come to be. It depends on how I can grow an organization to expand and shine.”

As for the future, MacDonald feels optimistic that society, having gone through this crisis, will rise stronger and with more humanity. “We’re going to rebound, as human beings and as an industry, with a bit more gratitude towards travel and the ability to be together,” she said. “And that gives me hope.”

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