Kathleen Taylor has a single, inviolable rule she follows whenever she sleeps in a hotel that isn’t one of her own.
Yes, every so often, even a woman who runs a globe-straddling chain of luxury hotels will find herself in a gritty motel in the middle of nowhere, husband and children in tow. And whenever that is the case, Ms. Taylor pops open the trunk and hauls out the pillows.
“It’s a very simple rule,” she says. “You can pretty much fix up a room – you’re just looking for a shower and a good sleep. But for a good sleep, you need the pillow.”
No guest of Ms. Taylor’s hotels need worry about the bedding: Four Seasons Hotels Inc. became one of the world’s most admired luxury brands, and arguably one of Canada’s most successful global exports, by paying attention to every detail. And Ms. Taylor got to the chief executive officer’s suite – the only person founder Isadore Sharp would entrust with the business that is his lifelong passion – in much the same way. How many other executives admit to being a “control freak” in their official corporate biographies?
“I like things to be done a certain way,” she says, “though I’d learned that if you are going to grow a business you need to rely on people you trust implicitly and blindly. You need to be able to go to sleep at night and know that if something comes up in Asia Pacific, the president there has it under control.”
The story of Four Seasons, which began in the 1960s with a good motel in a bad Toronto neighbourhood and now includes high-end properties in 35 countries, has been thoroughly documented. (Mr. Sharp wrote a book about it, published in 2009.) Ms. Taylor’s role in the company’s rise is not as well-known.
Her early career was on Bay Street, where she practised competition and securities law and did a stint at the Ontario Securities Commission. In 1989, she moved to Four Seasons’ in-house legal department.
She was quickly promoted, eventually moving into an operating role, where she helped drive Four Seasons’ relentless global expansion. As economic power has shifted to emerging markets, the company has followed along: In the past 15 years it has begun managing hotels in cities like Cairo, Riyadh, and Istanbul. Its first property in China, the Four Seasons Shanghai, opened only a decade ago.
“As we think about the places we want to be we’re thinking very long term,” she says. “We operate in a very cyclical business, but plans for growth have to be taken with a view that there will be cycles but we don’t get to pick whether we open on the first day of a recovery or the last. That’s just out of our control.”
The company doesn’t actually own the hotels that carry its banner – it manages them for a fee, insisting on complete control over every aspect of their operations. That includes everything from site planning to bed making. And that means Ms. Taylor spends a lot of time managing expectations and cultivating relationships with hotel owners around the world.
“I try to visit between 25 and 30 hotels a year just to stay in touch with employees, capital partners and hotel owners,” she says. “It’s important for them to feel they have a very personal relationship with the company. This is a high-touch business and we’re very high-touch with all of our stakeholders.”
In 2007, just before a global credit crunch brought deal-making to a standstill, Four Seasons was taken private in a $4-billion transaction backed by Bill Gates and Saudi Prince al-Waleed bin Talal. Mr. Sharp retained a 5-per-cent stake, but the deal was part of a bigger plan to prepare the company for a future without him. The same year, he declared Ms. Taylor would run the company in his place.
It would be three more years before she’d get the job. (But then, that’s the Four Seasons way. The company is famous for its gruelling hiring practices – even dishwashers and housekeepers are interviewed several times before being allowed to join its staff of 30,000.)
Still, it was a difficult time for Ms. Taylor to be under additional scrutiny. The recession was brutal on almost every type of business, but high-end hotels were particularly hard hit: companies cut back on luxury accommodations for executives as they laid off rank-and-file workers. Some of Four Seasons’ cash-strapped partners pleaded with the operator to ease off on some of its standards.
One went so far as to take the company to court to cancel its management contract. But Mr. Sharp and the company held firm – just as it refused to cut room rates and services in the economic downturn that followed the Sept. 11, 2001, terrorist attacks – and eventually settled out of court with the malcontent.
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