investments and improvements. Serving as the university’s guest house, the hotel acts as a vital connection between Texas A&M and the wider community. STRONG PARTNERSHIPS FOR SUCCESS Partnerships play a pivotal role in the success of the Texas A&M Hotel and Conference Center. Stafford points out several key technology partners contributing to the hotel’s efficiency and guest experience. “Purple Cloud manages our maintenance and housekeeping services, while Zaplox developed our app and digital key system,” he explains. The hotel’s property management system, Maestro, acts as the backbone, integrating seamlessly with these and other systems like Salto’s digital key and Agilysys’s point of sale system. “This ecosystem is amazing. There’s never any grandstanding when something needs to be integrated,” Stafford says, appreciating the collaborative spirit among their technology providers. The hotel’s relationship with both local and Aggieowned farms and ranches enables its culinary team to source fresh, sustainable ingredients while fostering a sense of community and shared purpose. One such partner is meat purveyor, Biagio & Pietro. “We buy all of our prime beef from Aggie-owned ranches through Biagio & Pietro, an Aggie-owned business,” Stafford shares. This close partnership even sees the hotel’s chef featured in Biagio’s promotional materials, highlighting the mutual support and shared commitment to quality. The hotel also engages the local community through immensely popular programs like Learning and Libations.“We alternate between food and beverage programs each month, and they always sell out within about two hours,” Stafford notes.These events, catering to guests and community members, include classes on risotto, barbecuing brisket, and making the perfect margarita. STRATEGIC GOALS FOR CONTINUED GROWTH As the Texas A&M Hotel and Conference Center prepares for the future, it sets its sights on several strategic objectives to maintain its upward trajectory and enhance guest experiences. Stafford outlines the hotel’s plans for the next 18 months, highlighting key priorities and anticipated developments. “The balance of this year is looking very strong. We have great events ahead and a fantastic football schedule,” he states confidently. Group bookings are robust, shaping up well into 2025 and beyond indicating positive trends and continued growth. One of the primary goals is to establish the hotel’s food and beverage outlets as destination spots.“We want to attract people who aren’t necessarily staying at the hotel to dine and hang out in our restaurant and bars,” he explains. This initiative aims to make these venues popular among locals and visitors, enhancing their reputation and appeal. Optimizing meeting space usage is another critical objective. “There are times when we need 209 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08 TEXAS A&M HOTEL AND CONFERENCE CENTER
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