LEADERS

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The lobby of The Carlyle


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James W. McBride

Excellence
in New York

Editors’ Note

A native of South Africa, James McBride received a diploma in hotel management before moving to the United States to attend Cornell University. He then worked for The Ritz-Carlton Company in hotels around the world. After graduating from Harvard Business School’s program for management development, he oversaw the opening of the group’s properties in Washington, DC. Prior to joining The Carlyle, A Rosewood Hotel, in December 2004, McBride was General Manager of Grosvenor House in London.

Property Brief

Named after essayist Thomas Carlyle, the legendary 35-story Carlyle Hotel (www.thecarlyle.com) has been a fixture on Manhattan’s Upper East Side since completion in 1930. Its 187 individually appointed rooms and suites – some with grand pianos, private terraces, and Central Park views – have been called home by leaders in world affairs, business, society, and entertainment. Brilliantly positioned on fashionable Madison Avenue, The Carlyle is also home to the celebrated Café Carlyle and Bemelmans Bar. It is managed by Dallas-based Rosewood Hotels & Resorts.

In 2007, did The Carlyle achieve the growth you had hoped for? Looking to 2008, do you anticipate further success for the property?

We have exceeded our growth projections significantly. Our 30 percent growth in 2007 was staggering, particularly when the New York market was growing at 18 to 20 percent. Our strategies have worked well, and I’m confident that we’ll continue to grow. There’s tremendous demand with the weakness of the dollar compared to foreign currencies, and the vibrancy of cultural attractions.

Located in the East 70s, do you compete with luxury hotels in midtown Manhattan? Or are your clients looking for a different location?

I’d like to say that our location is like Mayfair in London – it’s more residential. You see children going to school and captains of industry going to work. However, we are measured against our competition. If you’re the best in the business, you have to be measured against the best. The best may be in a different location, but we do measure ourselves against them.

Are you pleased with the food and beverage offerings you bring to your guests, as well as to the local community?

One of the most successful components of our business is our food and beverage offerings. From the diversity of dining options we offer, to the entertainment, to the grand reopening and refurbishment of Café Carlyle. We opened up the season with the sensational Eartha Kitt, followed by the ever popular Steve Tyrell.

In an urban property like The Carlyle, is it still necessary to have a spa?

We have a spa under construction that will open in March. It will include five treatment rooms, a hair salon, and a fitness center. It will be a great facility where you can truly relax and enjoy a wonderful massage. A hotel spa is about the service and expertly trained personnel who want to provide an exceptional experience.

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The lobby of The Carlyle (top); The Carlyle Restaurant (left)

What sort of meeting facilities do you offer?

We recently completed a full renovation of our function space, which features two well-appointed banquet rooms and a reception foyer. We continue to attract many high-powered meetings and social events.

There are also high-end residences in the hotel.

Yes, there are co-ops, and we buy many of the apartments that come onto the market. We just bought an acclaimed fashion magnate’s apartment which is a duplex on the 28th and 29th floors. We have named it The Empire Suite. It’s 2,600 square feet and overlooks Central Park, with three bedrooms and a kitchen. It’s spectacular, and even at $15,000 a night, it was sold for 26 days in September. It’s the best suite in New York and is truly residential. It has everything, and it’s priced in such a way that guests see the value in it.

In an industry known for its high employee turnover rates, has The Carlyle been able to retain its talented staff members?

We’re very fortunate to have very low turnover. Even when we lose our older employees to retirement, we are able to replace them with wonderful employees. We try to honor our mission of retaining staff, because keeping the same concierges, doormen, and front desk personnel is essential to making our guests feel comfortable.

You’ve taken on a lot of responsibility over the last few years. Do you find it increasingly difficult to balance your time and become personally involved in the property’s operations?

I demand a lot from my senior leaders, especially the Hotel Manager, but I do like to be involved in the nuts and bolts of the property.

You’ve worked all over the world. Do you ever miss some of your former homes?

I miss Asia, because you can wake up with an idea and execute it the same day. There are unbelievable employees who are very passionate about what they do, and service is a part of their everyday culture. I also miss London but travel back there often enough, as the parallels between London and New York are long-standing. New York is my family’s home now and there is never a day without excitement.