PowerPoint Presentation

Guest Experience Team. Team All Hands. Where the foundation becomes the operating model..

[Audio] Today, we will be discussing the progress of our Guest Experience Team and the changes they have undergone to become the foundation for our operating model. This process began in September and was completed successfully by November 2025. We consolidated our departments and restructured our leadership to create a more streamlined and efficient chain of command. This also allowed for better collaboration and communication among team members. Additionally, we have implemented a new reporting line that encompasses the entire team's activities for a more holistic view of operations. We have also established a Senior Specialist LOD layer to track and analyze our KPIs and ensure continuous improvement. Throughout the presentation, we will delve deeper into each aspect, showcasing the thought, effort, and dedication that has gone into these changes. Let's move on to the next slide and discuss our team's progress..

[Audio] Slide number 3 will discuss the Phase 1 and Phase 2 approach for our Guest Experience Team. In Phase 1, we established our team structure with three teams under one leader, defined roles and implemented a couples-first orientation. Now, in Phase 2, we will activate the foundation we have set and use sequencing instead of duplication. Our performance foundation will be focused on, with the use of team and individual scorecards and tracking metrics starting on March 1st. A mid-year check-in in August will ensure consistency and accountability within the team. In Phase 2, we have made changes to our team structure, including a unified Senior Specialist role, Player/Coach model and an expanded CXL role, to enhance our capabilities and provide the best possible experience for our guests. The journey and progress of our team will be further discussed in the remaining slides. Let's continue to work together towards our goal of creating an exceptional guest experience..

[Audio] In our Team All Hands meeting today, we will be discussing Phase 2 of our Guest Experience Team. This phase involves reorienting our focus towards the guests we serve and aligning our processes and systems with their needs and preferences. Our previous phase aimed to close structural gaps in our team, and with the implementation of scorecards, the LOD layer, and a unified leadership chain, we have established a strong foundation for our operations. Now, our focus is on elevating the guest experience, empowering our team members, and ensuring consistency and efficiency in our operations. By doing so, we can improve customer satisfaction, increase loyalty and repeat business, and continue to provide exceptional service. This phase is not just about making changes, but about aligning our team with our purpose and the people we serve. Let's continue to work together towards our goal of providing a memorable and exceptional experience to our guests..

[Audio] As we implement our new operating model, it is crucial for our team to come together and align our efforts to ensure a smooth transition. Our next topic is Team All Hands, which will be activated on July 15, 2026. This meeting is not just routine, as it is a critical moment for us to establish the foundation of our guest experience team. Team All Hands consists of three tracks, each with its own responsibilities and objectives. These tracks will work together to ensure a seamless and efficient guest experience. It is important for us to understand the significance of each track and how they support each other in achieving our overall goal. Let's use this opportunity to address any questions or concerns about Team All Hands. Together, let's lay the groundwork for success and elevate our guest experience. Thank you for your attention and let's proceed with the rest of the presentation..

[Audio] Our team is undergoing major changes, set to take place on July 15, 2026. These changes involve three workstreams coming together to form one activation point. This was announced to all team members on 7/7 and is set to activate on 8/6/2026. Phase 2A, our Internal Team Transformation, will streamline our team structure by unifying three Senior Specialist roles into one. We will also implement the Sr. CX Lead Player/Coach model to enhance performance and accountability. Phase 2B, the Tier 1 (Skill Group) Transition, will shift our current model to a more efficient W2 core + BPO vendor model. This will result in the conclusion of our UpWork engagements on 9/19 and operational launch in October. These changes are crucial for our Guest Experience Team's success and will improve efficiency and save costs. Thank you for your attention, and we will continue our discussion on the next slide..

[Audio] We are currently on slide number 7 out of 22. The title of this slide is "Team All Hands" and "Guest Experience Team: Internal Changes." It is vital that we adapt to the changing demands of our guests in order to maintain our position as industry leaders. As a company, our foundation is based on providing exceptional guest experiences. To ensure this, we must have a strong and united team. This is where "Team All Hands" comes into play. This approach encourages collaboration and communication among all members of the Guest Experience Team, regardless of their specific roles. It involves breaking down barriers and working together towards a shared goal of providing unparalleled service to our guests. So why the emphasis on internal changes? Well, in order to deliver exceptional guest experiences, we must first establish a strong and efficient operating model. This is where the Guest Experience Team comes in. Through streamlining processes, implementing new technologies, and fostering a culture of continuous improvement, our team will be able to work seamlessly together and provide top-notch service to our guests. In summary, "Team All Hands" and the internal changes within our Guest Experience Team are essential in achieving our goal of delivering exceptional guest experiences. Let us all embrace this new approach and work together towards creating unforgettable experiences for our guests..

[Audio] Slide number 8 out of 22 in our presentation on the Guest Experience Team's All Hands meeting focuses on the internal team transformation that took place within the past year. The title of this slide is "Internal Team Transformation - Couples Orientation," which refers to the merging and restructuring of our team to improve efficiency and effectiveness. In phase 1 of this transformation, our focus was on establishing the foundation and structure of our team. With hard work and dedication, we have successfully achieved a strong base. In phase 2a, we are redirecting our efforts and making significant changes. One of these changes is the consolidation of three roles into one - the Unified Senior Specialist Role. This will result in a single job description, scorecard, and reporting line for this role. But that's not all - our team will also receive cross-training in two paths: Path A, focusing on guest experience, and Path B, focusing on customer experience. This will ensure a well-rounded and adaptable team. Additionally, we are introducing a new role - the Senior Client Experience Lead, which combines direct client ownership with coaching responsibilities for 3-4 direct reports. We have successfully piloted this role through the Alexandra Garcia Individual Development Plan. Finally, we are granting more autonomy to our Client Experience Leads, allowing them to take on more responsibility and make independent decisions. This concludes our discussion on internal team transformation. Stay tuned for more updates from our team..

[Audio] Slide number 9 of our presentation on the Guest Experience Team's All Hands meeting will discuss the progress we have made in creating a unified and efficient team. As of July 15, 2026, our team has adopted the philosophy of 'One team, one queue, one reporting line'. This means that we are all working together towards a common goal, with streamlined processes and a unified approach. We have implemented cross-training paths in July, which has allowed us to expand our skills and knowledge. This led to a successful GO/NO GO assessment on July 3rd, which has been a crucial milestone in our team's development. Previously, our team had three separate Senior Specialist roles with different focuses, but now, as of August 6, 2026, we have combined all three roles into a Unified Senior Specialist position with a single job description, scorecard, and reporting line. This has greatly improved our teamwork and effectiveness. Let us all continue to strive towards excellence in our Guest Experience Team. Together, we can achieve great things..

[Audio] The presentation will discuss our Guest Experience Team and their role within the company's operational structure. Slide number 10 showcases the team's unified role which operates within two Pods. Each Pod is composed of four CX Leads, three Senior Specialists, and a Senior Client Experience Lead Player/Coach. The GX Senior Specialist serves as the senior individual contributor for complex and high-touch work and reports to the GX Manager. Their responsibilities include focusing on guest satisfaction and retention, resolving room-count discrepancies, managing Welcome Back and Comps, and providing support for reservations, contracts, and the company's website. Additionally, the GX Senior Specialist also rotates as the Leader on Duty (LOD) and oversees queues, manages live chat, and handles escalation triage for the global workforce. They also serve as a Subject Matter Expert (SME) by creating and updating Standard Operating Procedures (SOPs), user documentation, and instructional content. Mentoring and shadowing new hires is also part of their role. The team is structured into two Pods, with Pod 1 consisting of CX Leads Carolina Lopez, Calvin Smith, Candyce Roa, and Sandra Montero, as well as a Senior CX Lead who serves as a Player/Coach. They receive support from three Senior Specialists who handle complex and high-touch tasks. Pod 2 is composed of CX Leads Alexandra Garcia, Deanna Doerr, Jasmine Jefferson, and Lauren Titlebaum, with a Senior CX Lead as the Player/Coach and three Senior Specialists. This structure allows for a well-supported and efficient team, where each member plays a crucial role in ensuring the best possible experience for our guests. Let's move on to the next slide..

[Audio] Slide number 11 of our presentation focuses on discussing the details and operating model of our Guest Experience Team. The team operates on a 40-hour work week, with half of the time dedicated to building relationships with clients. This means that team members spend 20 hours per week directly engaging with clients. The other half of the week is spent on transactional work, primarily utilizing our HubSpot platform. This work is given high priority, with 40% of the weekly time (12 hours) dedicated to it. Additionally, team members rotate as the Leader on Duty for 8 hours each week to handle escalations, triage, and provide global support. On a daily basis, team members can expect to spend approximately 8 hours on their responsibilities, including 4 hours on relationship work, 3.2 hours on transactional tasks, and 0.8 hours as the Leader on Duty. We expect team members to take ownership of their work and have individual goals for CSAT and client retention. We trust them to make decisions and document their processes, only escalating to the Senior CX Lead when necessary. As part of our team, we expect members to take their LOD rotation seriously, ensuring coverage of the queue and availability for escalations or urgent matters. We also encourage continuous learning and development, such as updating Standard Operating Procedures and serving as mentors to new hires. We hope this slide has provided a better understanding of the expectations and responsibilities of our Guest Experience Team. Thank you for your attention and have a great day..

[Audio] Today, I will be discussing the evolution of our leadership structure and its impact on our operations. In the past, our team was comprised of five managers with specific responsibilities who reported to one Head of Guest Services. However, this led to a fragmented approach with no shared ownership of the guest experience. In 2025, we made the strategic decision to transition to a new model which involved implementing people leaders for client and guest experience, as well as a process leader for support operations. This has significantly improved our overall guest experience by streamlining processes and promoting efficiency. As a result, our team now works collaboratively with clear roles and responsibilities. Looking at the specific changes, we previously had a Head of Guest Services and five independent managers. This resulted in a disjointed approach to guest services. However, with our new model, we now have a Client Experience Manager, a Guest Experience Manager, and a Process Leader for Support Operations. This has allowed for a more coordinated and focused effort towards enhancing guest experience. In conclusion, our improved leadership structure has greatly contributed to our team's success in providing exceptional guest experiences. We are committed to constantly adapting and improving in order to create the best experience possible. Thank you for your attention and let's move on to the next slide where we will delve deeper into our team's transformation..

[Audio] Our Guest Experience Team is implementing two major changes that will greatly impact the way our leadership functions within the team. These changes will not only improve our overall performance, but also strengthen our foundation as a model of operation. Firstly, we are introducing the concept of having Player/Coaches, where our CX Leads will not only be responsible for their own clients, but also act as coaches for 3-4 direct reports. This arrangement will not only develop our team members through teaching and coaching, but also allow our Senior CX Leads to take on a more strategic role rather than traditional management. Secondly, we are expanding the responsibilities of our CX Leads. This shift in culture will move us away from a "wait for direction" mindset to a "make the decision and document it" mindset. This means that our CX Leads will have more authority in decision-making and escalation, following the AT/DT four-question framework and LOD structure. To support this, we have also created a Coaching Playbook to guide our leaders in giving feedback, escalating issues, and documenting decisions. These changes demonstrate our commitment to empowering our team members and fostering a culture of leadership and ownership. We firmly believe that by giving our leaders and team members more autonomy, we will see a significant improvement in our overall performance and guest experience. Stay tuned for more updates on our Team All Hands presentation..

[Audio] We will be implementing a new operating model for our Guest Experience Team on July 15, 2026. This change will affect our Tier 1 team as they transition to become a Vendor Managed team. This transition is an important step towards providing exceptional guest experiences. By working with our vendors, we will have access to their expertise and resources, enabling us to deliver a more personalized and efficient service. Today's Team All Hands meeting is crucial for discussing this transition and ensuring that we are all aligned with the changes. It is important for us to understand the new responsibilities and expectations that come with being a Vendor Managed team. Together, we will lay the foundation for success and continue to elevate our guest experience. The Guest Experience Team plays a vital role in shaping our guests' perception of our brand. With this new operating model, we have the opportunity to enhance our services and create lasting impressions on our guests. Let us embrace this change and work together towards achieving our goals. Our ultimate goal is to provide exceptional experiences for our guests, and this change is just one step towards that. We must work together as a team to make it a successful one. Let's make this transition a smooth and successful one, Team All Hands..

[Audio] Our business is constantly growing and expanding, highlighting the need for a strong foundation to support our operations. This is where our Guest Experience Team comes in. I want to discuss with you an important aspect of our team's development - the transition to a Tier 1 structure. This transition is a crucial structural change that will greatly benefit our organization. By transitioning our Tier 1 work to a vendor-managed model, we will significantly increase our operational efficiency. The transition is scheduled for October 2026, and we are enthusiastic about the opportunities it will bring to our team. Currently, our operating model involves a combination of W2 staff and individually managed contracted engagements. While it has been effective for our current size, it is not sustainable for our future growth. This is where the Tier 1 transition becomes essential. It will provide us with the scalability and operational clarity necessary to support our growth and propel our team to the next level. While the Tier 1 transition may seem daunting, it is crucial for us to continue delivering exceptional service to our guests. We are confident that this structural change will allow us to better serve our guests and elevate our team's performance to new heights. Let's work together to embrace this change and ensure its success. We are all part of the same team and must move forward together. Let's strive for excellence and make our Guest Experience Team the best it can be..

[Audio] The Vendor's ownership of our team extends to contract performance against Service Level Agreements (SLAs), quality oversight and KPI tracking, vendor business reviews, escalation interfaces to the Lodging Operations (LOD) layer, couple-impact decisions, and supplier-side judgment. In terms of operations, the Vendor is responsible for employing and managing the people who do the work, day-to-day operational management, scheduling, coaching, performance management, training, and onboarding of their team. They also handle Tier 1 contact inquiries within established SLA parameters. This distinction is fundamental to our organization's structure and governance. As such, it is essential that we understand and respect this separation of responsibilities. By acknowledging the Vendor's ownership of these aspects, we can ensure seamless collaboration and effective execution of our shared goals..

[Audio] The team members are expected to meet certain standards of behavior and conduct. These standards include being respectful, courteous, and professional in all interactions with guests and colleagues alike. They also include adhering to company policies and procedures, maintaining confidentiality, and avoiding conflicts of interest. The team members should also be aware of their surroundings and take necessary precautions to ensure their safety and the safety of others. Being aware of one's surroundings is an essential aspect of being a responsible and trustworthy team member. However, there are some challenges that the team faces. One major challenge is the lack of clear communication among team members. Poor communication can lead to misunderstandings, miscommunications, and errors. Effective communication is crucial for resolving issues and achieving goals. Unfortunately, many team members struggle with effective communication skills. Another challenge is the limited availability of resources. Many team members have to juggle multiple tasks and responsibilities, leading to burnout and decreased productivity. Limited resources can also hinder the team's ability to achieve its goals and objectives. Despite these challenges, the team has made significant progress in recent years. The team has implemented various strategies to address the challenges they face. For example, they have established a mentorship program to help new team members develop their communication skills. They have also developed a comprehensive training program to enhance their knowledge and skills. In addition, the team has received external support and guidance from experienced professionals. This external support has helped the team to overcome some of the challenges they faced. Overall, the team's progress is a testament to their hard work and dedication. Despite the challenges they face, the team continues to strive for excellence and make significant improvements..

[Audio] The mid-year check-in is taking place in August, marking a significant milestone in our operational framework. This cycle differs from the traditional annual review, focusing instead on performance metrics and progress toward goals. Compensation discussions will not be part of this process, allowing us to concentrate on merit-based evaluations throughout the year. The mid-year check-in will feature a calibrated discussion, ensuring consistency in standards across the team. We will also conduct H2 development planning and goal-setting, aligning with our quarterly check-ins. This process will be documented in writing, providing a clear record of our progress. Key aspects to note include the distinction between this cycle and the annual review, the exclusion of compensation conversations, and the importance of ongoing 1:1 feedback. By following these guidelines, we can ensure a fair and transparent evaluation process..

[Audio] The company has been working hard to improve its customer service. The company has implemented several initiatives to enhance customer satisfaction. One such initiative is the implementation of the Team All Hands program. This program aims to transform the way the company operates by fostering a culture of collaboration and teamwork. Every employee will be expected to contribute to the improvement of the customer experience. The employees will be encouraged to participate actively in the program and provide feedback to help improve the services offered. The program will start on July 15, 2026, and will run until November 2026. The program will cover all departments and will involve all employees. The company believes that by working together, it can achieve its goal of providing exceptional customer service. The company is committed to creating a positive and supportive environment where employees feel valued and empowered to contribute to the improvement of the customer experience. The company is confident that with the Team All Hands program, it can become a leader in customer service..

[Audio] The key milestones for this phase include the activation of the unified senior specialist role on August 6th, followed by the notification of UpWork contractors on July 7th. Additionally, the first wave of immersive training for Tier 1 onboarding will begin in August, with the goal of achieving full independence for the Tier 1 Skill Group by September. Furthermore, the operational launch is expected to occur around September 19th, marking the conclusion of UpWork engagements for affected contractors. These events represent significant steps towards transforming the organization's structure and processes..

[Audio] The company's commitment to transparency and open communication is evident throughout its policies and procedures. The company's leadership team is dedicated to fostering an environment where employees can feel comfortable sharing their thoughts and ideas. The company's culture emphasizes the importance of teamwork and collaboration. The company's policies and procedures reflect these values by promoting transparency and open communication. The company's leadership team is committed to maintaining a culture of trust and respect. The company's policies and procedures emphasize the importance of teamwork and collaboration. The company's culture encourages employees to share their thoughts and ideas. The company's policies and procedures promote transparency and open communication. The company's leadership team is dedicated to fostering a culture of trust and respect. The company's policies and procedures reflect the importance of teamwork and collaboration. The company's culture emphasizes the importance of transparency and open communication. The company's policies and procedures encourage employees to share their thoughts and ideas. The company's leadership team is committed to maintaining a culture of trust and respect. The company's policies and procedures promote the importance of teamwork and collaboration. The company's culture encourages employees to share their thoughts and ideas. The company's policies and procedures reflect the importance of transparency and open communication. The company's leadership team is dedicated to fostering a culture of trust and respect. The company's policies and procedures emphasize the importance of teamwork and collaboration. The company's culture emphasizes the importance of transparency and open communication. The company's policies and procedures encourage employees to share their thoughts and ideas. The company's leadership team is committed to maintaining a culture of trust and respect. The company's policies and procedures promote the importance of teamwork and collaboration. The company's culture encourages employees to share their thoughts and ideas. The company's policies and procedures reflect the importance of transparency and open communication. The company's leadership team is dedicated to fostering a culture of trust and respect. The company's policies and procedures emphasize the importance of teamwork and collaboration. The company's culture emphasizes the importance of transparency and open communication. The company's policies and procedures encourage employees to share their thoughts and ideas. The company's leadership team is committed to maintaining a culture of trust and respect. The company's policies and procedures promote the importance of teamwork and collaboration. The company's culture encourages employees to share their thoughts and ideas. The company's policies and procedures reflect the importance of transparency and open communication. The company's leadership team is dedicated to fostering a culture of trust and respect. The company's policies and procedures emphasize the importance of teamwork and collaboration. The company's culture emphasizes the importance of transparency and open communication. The company's policies and procedures encourage employees to share their thoughts and ideas. The company's leadership team is committed to maintaining a culture of trust and respect. The company's policies and procedures promote the importance of teamwork and collaboration. The company's culture encourages employees to share their thoughts and ideas. The company's policies and procedures reflect the importance of transparency and open communication. The company's leadership team is dedicated to fostering a culture of trust and respect. The company's policies and procedures emphasize the importance of teamwork and collaboration. The company's culture emphasizes the importance of transparency and open communication. The company's policies and procedures encourage employees to share their thoughts and ideas. The company's leadership team is committed to maintaining a culture of trust and respect. The company's policies and procedures promote the importance of teamwork and collaboration. The company's culture encourages employees to share their thoughts and ideas. The company's policies and procedures reflect the.

Team All Hands. Q&A. WELCOME. PHASE 1 → PHASE 2. THREE WORKSTREAMS.