Interim Executive Leadership for Luxury Hotels & Resorts
When a hotel or resort requires experienced leadership during executive transitions, organizational change, property repositioning, or special projects, experienced interim executive leadership can provide immediate stability, objective perspective, and measurable results.
Martin Nicholson brings more than four decades of executive hospitality experience to assignments throughout North America and internationally.
EXPERTISE
Why Interim Leadership Works
Experienced interim leadership provides immediate stability, objective perspective, and measurable results during periods of organizational change. Whether supporting executive transitions, special projects, or operational improvements, the goal is to help organizations move forward with confidence.
Leadership & Stability
IMMEDIATE EXPERTISE
Interim Managers often bring specialized skills and experience that are immediately beneficial, allowing organizations to address specific challenges without a lengthy recruitment process.
OBJECTIVE PERSPECTIVE
Being external to the organization, Interim Managers can offer an unbiased viewpoint, helping to identify issues and opportunities that may be overlooked by internal staff.
FASTER DECISION-MAKING
With fewer internal politics, Interim Managers can make decisions more swiftly, driving progress and implementation strategies effectively.
Operational Value
CHANGE MANAGEMENT
Interim Managers are often skilled in leading change initiatives, helping organizations navigate transitions smoothly, whether due to restructuring, mergers, or cultural shifts.
FOCUSED ON RESULTS
Interim Managers are typically results-orientated, focusing on delivering outcomes within a specified timeframe, which can drive performance improvements.
RISK MITIGATION
Engaging an Interim Manager can help mitigate risks associated with leadership gaps or transitions, ensuring continuity in operations.
Engagement Benefits
FLEXIBILITY
Interim Managers provide flexibility in management structures, allowing organizations to adapt quickly to changing circumstances or project needs.
COST EFFECTIVENESS
Hiring an Interim Manager can be more cost-effective than a full-time hire, particularly for short-term projects or when budget constraints exist.
KNOWLEDGE TRANSFER
Interim Managers can mentor existing staff, sharing their knowledge and best practices, which can enhance the capabilities of the existing team.
SHORT-TERM COMMITMENT
Organizations can engage an Interim Manager for a limited time, allowing for a trial period to assess their organizational or cultural fit and effectiveness before making a long-term commitment.
Martin has successfully applied these principles throughout a distinguished career leading some of the hospitality industry's most respected luxury hotels, resorts, and independent properties.
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EXPERIENCE
Professional Background
Martin Nicholson brings more than four decades of executive leadership across luxury hotels, resorts, and independent hospitality properties. Experience includes interim assignments, property repositioning, pre-openings, operational turnarounds, and executive leadership throughout North America and internationally.
2022–2026
General Manager
CAVALLO POINT LODGE SAUSALITO, CALIFORNIA
Recruited for this historic, luxury property to manage a multi-year refurbishment program as well as full F&B remodeling and repositioning. Successfully executed during post-Covid economic doldrums for Bay Area. Both financial results and guest satisfaction indices attest to success.
2017–2022
Freelance Hospitality Advisor
SACRAMENTO, CALIFORNIA
As a private hospitality advisor, brought diversified skill set to assist luxury properties, specifically privately owned and/or independent non-branded properties. Non-branded properties do not have access to training, quality service expertise, sales & marketing oversight, or mentoring & management development programs common to larger branded hotels. Clients included Passport Resorts, The Inn of the Five Graces, Carter House Inns, and Islas Secas, Panama. Oversaw several Interim Management assignments with target specific goals and/or outcomes.
2015–2017
General Manager
HOTEL GRANDUCA HOUSTON, TEXAS
Contracted to refocus and reposition Hotel Granduca’s luxury service reputation, while maintaining profit levels, at a time when the economy of Houston was in decline due to unprecedentedly low oil prices. A member of Leading Hotels of the World, Hotel Granduca had stunning Italian design influences and luxuriously appointed suites.
2013–2015
Pre-Opening General Manager
DUSIT D2 CONSTANCE PASADENA, CALIFORNIA
Contracted to oversee the development and opening of the first Dusit Thani boutique hotel in the USA. Responsibilities included project oversight, recruitment of key executives and managers, and successful product launch of a new unknown hotel brand. Responsible for all aspects involved in the pre-opening and post-opening phases.
2011–2012
General Manager
RANCHO ENCANTADO SANTA FE, NEW MEXICO
Encantado was a luxury boutique resort in Santa Fe operated by Auberge Resorts, and had the proud reputation of being the first, and only, AAA Five Diamond hotel in New Mexico. With award-winning dining at Terra Restaurant and the exceptional Encantado Spa experience, the resort set the benchmark for New Mexico hospitality.
2005–2011
General Manager
THE RITZ-CARLTON/LANGHAM HUNTINGTON PASADENA, CALIFORNIA
Responsible for all property operations, including the sales and marketing responsibilities for this great, AAA Five Diamond, Pasadena landmark hotel. Successfully managed the brand change from The Ritz-Carlton to Langham Hotels International in January 2008. Vice Chair of Pasadena Convention & Visitors Bureau.
2002–2005
General Manager
THE RITZ-CARLTON GOLF & SPA RESORT JAMAICA
Responsible for all property operations, sales & marketing responsibilities for the only AAA Five Diamond resort in Jamaica, including the White Witch Golf Course, considered “The Best Course in the Caribbean Islands” by Condé Nast Traveler, Travel + Leisure, and Golf magazines. Specifically engaged to reposition the hotel’s offerings to be more reflective with Caribbean visitors’ expectations.
1998–2002
Vice-President & General Manager
CARMEL VALLEY RANCH RESORT CARMEL, CALIFORNIA
Responsible for all property operations, including sales & marketing responsibilities, and monthly reporting/coordination of seven (7) homeowner associations. Actively involved in the property’s Golf and Tennis Club Membership sales and programming. Established exemplary levels of hospitality experiences in the ranch style setting for all membership events and re-launched “The Ranch” as one of the great wedding destinations in Carmel.
1995–1998
Managing Director
MOUNT JULIET KILKENNY, IRELAND
Recruited to direct this magnificent Georgian Era Resort and residential estate of 1,500 acres, which included a luxury spa, equestrian facilities, and Jack Nicklaus Golf Course. As Managing Director, was involved in all aspects of the hotel and resort management. Instrumental in positioning Mount Juliet’s residential development.
1986–1995
Vice-President & General Manager
CANEEL BAY, INC. ST. JOHN, US VIRGIN ISLANDS
Responsibilities included overall management for this world-renowned destination resort developed by Laurence S. Rockefeller. Being a remote island location, the resort was fully self-sufficient, including power generation, water-making facilities, and Marine facilities. Recognized as one of the most luxurious and exotic resorts of its time, Caneel Bay set the highest standards for guest service and quality of culinary options as one of the finest resorts in the USA.
1983–1986
General Manager
DELTA OTTAWA HOTEL OTTAWA, ONTARIO, CANADA
Engaged to direct flagship hotel in the heart of Canada’s Capital, the Delta Ottawa was one of the premiere hotels for many of the diplomatic functions hosted in Ottawa. Extensive meetings and event space, Health Club, Squash facilities.