COMPANY PROFILE PROMOTION
GOCO Hospitality
After just four years of operation GOCO Hospitality is regarded as a global leader in wellness hospitality segment of the industry. With 22 projects on its books, spanning three continents, we look at what underpins the company’s success
SOPHIE BENGE, JOURNALIST T
here are hospitality com- panies, then there is GOCO – a fully global and fully multi- disciplinary consulting and
management company dedicated to the art of wellness hospitality. Its client portfolio – currently standing at 22 projects – is rati- fi cation enough for a four-year-old company. Such success is born from several factors, not least a driven, visionary CEO. “We are a company with a diverse team who can relate to owners, developers, architects, operators and marketeers as my colleagues hail from these backgrounds. We are dedicated to creating contemporary and functional spaces while being business savvy and driving fi nancial success,” says CEO and key stakeholder Ingo Schweder. “We are an effective partner because of our depth and spectrum of sensibilities.”
GOCO PEOPLE Team members are employed for their high skill sets in respective lead functions and come with a level of specialism in their field having previously held GM and VP level positions in leading corporations. Top management have won awards in their professions and are shareholders in the com-
GOCO TOP MANAGEMENT TEAM
Ingo Schweder – CEO Thomas Wurzinger – group director, Operations Josephine Leung – group director, Design Matthew Brennan – director, Finance Sridhar KR – director, Human Resources Emlyn Brown – director, Spa Operations Shekhar Malkotia – manager, Spa Operations Jennifer Wilson – manager, Market Research & Feasibility Enisha Narula – manager, Design & Technical Services Anna von Kühn – manager, Electronic Distribution Christine Seiler – manager, Marketing Communications
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pany. Younger team members – Schweder says it’s an active policy to employ “aspiring talents with unlimited potential” – all have multi-jurisdictional education and masters qualifi cations. To date, GOCO has 25 full- time team members from 14 countries at its head offi ce and it places an emphasis on ‘team’. The CEO takes the team on an annual
Design is key to GOCO’s profi le. Here the team study architectural plans
retreat, in Thailand, and more frequently takes them out to exchange on matters over a meal. “We look for cultural diversity and aim to be the employer of choice for creative talents. GOCO’s managers focus on mentor- ing and empowering staff. ” All new team members undergo a 14-mod- ule induction covering a broad range of topics from guest service to spa knowledge, even anatomy and physiology, through to fi nancial planning and personal wellness at work. Training is ongoing in monthly GOCO @ School workshops in topics such as leader- ship and confl ict resolution or during early morning DLT (daily learning time). Company strategy is given the same dedi-
cation starting with the yearly strategic plan that’s developed with all team members on the annual retreat, reviewed quarterly by manage- ment and honed in daily morning meetings.
Spa Business 3 2013 ©Cybertrek 2013
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