Ted Teng Email and Phone Number
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I have had a wonderful 40-year career in the global hospitality industry in North America, Hawaii, and Asia Pacific driving unit and company growth with some of the most prominent brands in the world. I have been engaged in revitalizing business units and creating new organizations to generate greater enterprise value through organizational alignment, development and execution of revenue and unit growth strategies, restructure resources, and improve operating efficiency. I have taken part in the development of many landmark hotel projects. I have guided companies through crisis and survived to see better markets. I have achieved many successes as well as learned many difficult lessons through failures. I have enjoyed the business relationships I have developed with many hotel owners, business partners, and colleagues. I am equally proud to have contributed to the careers of the people I have led.I was especially excited about the opportunity to lead The Leading Hotels of the World for ten years. The unique ownership structure, global scale, and truly world class properties attracted me to this. I am most grateful to have the opportunity to create the right strategic business model for this 90+ year old institution through collaboration and individualization. I was able to broaden my perspectives by working with many European hoteliers and businesses.Specialties: Hospitality Industry Business Strategies, Operations, Organizational Development, Development, Brand Marketing, Sales and Distribution, Financial Management, Investments, Management Contracts, Joint Ventures, and Asset Management in North America and Asia Pacific.
Cornell Hotel Society
View- Website:
- cornellhotelsociety.com
- Employees:
- 20
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Cornell Hotel SocietyTexas, United States
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Chairperson-Cornell Hotelie Hall Of Fame CommitteeCornell Hotel Society Jan 2021 - PresentIthaca, Ny, UsGlobal Alumni Organization of the Cornell Hotel School.
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Immediate Past PresidentCornell Hotel Society Jan 2022 - Dec 2022Ithaca, Ny, UsGlobal Alumni Organization of the Cornell Hotel School.
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Global PresidentCornell Hotel Society Jan 2021 - Dec 2021Ithaca, Ny, UsGlobal alumni organization of the Cornell Hotel School
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President & CeoThe Leading Hotels Of The World Sep 2008 - Apr 2019New York, Ny, UsI am responsible for overseeing the activities and operations of the company’s 26 worldwide offices. I lead the development of the strategic business plan of the brand, as well as the direction and administration of the programs and services it provides to its more than 430 hotel members. In addition to prioritizing business opportunities and maximizing resources, I direct the long- and short-term operational effectiveness of the organization, while promoting its mission and core values of excellence.For the first five years, I was executing on the Five Year Business Plan (2009-2013) I created for the company. The plan focuses on the quality of the portfolio/brand, revenue generations to our hotels, and reinvestment in the company’s capabilities. We achieved the aggressive goals set forth in the plan, including ranking in the top three position in quality from eleventh place and doubled the global luxury RevPAR growth rate to our member hotels for the ten year period (8.4% vs 3.9% CARG) on a same store sales basis. This was accomplished with an organizational and cultural transformation. Largely the same team members are creating extraordinary results by doing different things and doing things differently. I then led the company through a strategic reinvention of our business model by redefining our targeted customers, customer acquisition strategy, customer journey, value proposition, operating model and technology investment. See my article: https://www.linkedin.com/pulse/four-steps-toward-improved-value-proposition-leading-hotels-ted-teng/ -
Principal, CeoPrime Opus Partners, Lp Jul 2006 - Aug 2008The company was founded to invest in and operate hotels and other related projects under an innovative business model. The model redefines the conventional thinking as it relates to real estate, facilities, distribution, and overhead in the upscale hotel market. Prime Opus was committed to creative business models that enrich the lives of all the people of the business: customers, employees, suppliers, and investors.
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Executive In Residence, School Of Hotel AdministrationCornell University Sep 2005 - May 2006Ithaca, Ny, UsI served as the Executive in Residence at the Cornell Hotel School for the Spring 2006 semester. In this role, I guest lectured in various courses such as Asset Management, Managerial Accounting, Organizational Development, Multinational Finance, Strategies in Hospitality Industry, Cross Cultural Communications, Distribution in Hospitality, Strategic Management, and Development. I also worked with faculty members on research and projects. I held forums and roundtable discussions with students on industry topics and career development. I also coached students individually. I brought my insights and knowledge of the global hospitality industry experience to the Hotel School that integrates academic theories with practical business applications. -
President, Chief Operating OfficerWyndham International May 2000 - Dec 2004UsI led the operations and was accountable for the profitability of the company’s Wyndham branded and non-proprietary branded assets. This included development of overall revenue and profitability strategies, brand standards, and service. With $2.5 billion in annual revenue, Wyndham’s portfolio included more than 200 owned, leased, managed, and franchised properties with more than 55,000 guest rooms. Additionally, I led a variety of corporate functions including Sales & Marketing, Human Resources, Information Technology (IT), Procurement, and Asset Management. -
President, Asia PacificStarwood Hotels & Resorts Apr 1998 - Apr 2000Stamford, Ct, UsI led the Asia Pacific division of Starwood immediately following the merger of Starwood Lodging, Westin, and Sheraton. My task was to drive development growth and unit profitability in a new multi-branded hotel company that included 70 owned, JV, managed, and franchised hotels and resorts with an annual revenue of $1.5 billion. I also led the divisional support functions of Sales & Marketing, HR, Finance, Development, Technical Services, and IT.New projects included the St. Regis in Shanghai, the first international W in Sydney, the highest quality Four Points Hotel in Sydney, the Sheraton in Sapporo, and the Westin Kyoto. -
President, Asia PacificWestin Hotels Aug 1996 - Apr 1998Bethesda, Maryland, UsStarwood Capital and Goldman Sachs bought Westin from the Japanese construction company Aoki in late 95. The Asia Pacific division was lagging behind in the Westin transformation. My mission here was to reignite a dormant division of a company with a great brand and world-class assets, where the company in North America was recently energized. I led a small divisional team to achieve development growth by creating purposeful mission, vision, and value commitments. We were able to grow the division with many new flagship hotels including Westins in Sydney, Melbourne, Guam, Kula Lumpur, Awaji Island, Taipei, and Shanghai. Operationally, I worked directly with the general managers of each hotel to improve operating performance. I changed half of the general managers within the first 12 months. While that was necessary for the business objectives, I felt the company’s weak leadership in the past had failed these managers as much as these mangers had failed the company. -
Vp, Operations, AsiaItt Sheraton Jul 1993 - Jul 1996UsI led the operations and development efforts for the North Asia region including China, Japan, Korea, and Taiwan. My group had 10 managed, JV, and franchised hotels with an annual revenue of $500 million. This required a transformation of the post-Tiananmen Square defensive operating strategy of controlling costs to a new Chinese economic reform growth strategy of enhancing the product and driving revenue.On the development side, I successfully negotiated the first ITT Sheraton equity investment in China in a multi-use project that included today’s St. Regis Beijing. I managed and eventually negotiated to regain control and eliminated exclusivity of a JV hotel management company with China International Travel Services and Bank of China. I negotiated and signed 7 new Sheraton Hotels. I negotiated and signed 6 renewals/extensions of existing management contracts and franchised agreements. I developed and put into place a China business plan to grow the Chinese market. -
Vp, Divisional Controller, Hawaii-JapanItt Sheraton Feb 1988 - Jun 1993UsI managed the controllership for this division with 15 hotels located in Hawaii, Japan and California. These hotels generated about $500 million in annual revenue. I worked closely with the divisional president on negotiation of management contracts and franchise agreements. We renewed and extended the single largest multi-hotel management contract in Sheraton history worth about $200 million in fees over the extension period. I also worked closely with marketing and operations on analyzing and developing strategies on distribution channels, pricing, inventory allocations, and promotions of the Sheraton products in Hawaii.
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Vp, Finance, Wrather Management Corp.Wrather Corporation Apr 1986 - Feb 1988Working closely with the president of Disneyland Hotel, we created an independent regional hotel management company by leveraging the vast management resources we had at the Disneyland Hotel to generate fee income for the company and create more career opportunities for our staff. We were successful in acquiring the management contract for the Los Angeles Biltmore Hotel as our first management contract. The principals of First Boston Group owned the hotel. I conducted my duties concurrently with those of the VP of Finance at the Disneyland Hotel.
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Vp, Finance, Disneyland HotelWrather Corporation Oct 1984 - Feb 1988I led the financial management of this 1,600-room independently branded convention and urban resort hotel. I worked closely with the corporate office as this was a family closely held publicly traded company. The hotel generated annual revenue of $65 million with extensive meeting and convention space, restaurants and bars, and a variety of income sources. I worked closely with sales and marketing to ensure our revenue generation was well managed to meet financial targets announced to the investment community. I also oversaw the conversion of our PMS, manpower, and back office accounting systems.
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Controller, Sheraton Plaza La Reina HotelItt Sheraton Mar 1983 - Sep 1984UsI managed the financial operations of this high occupancy (85%+) 800-room airport hotel. My scope of accountability included Accounting, Budgeting and Forecast, F&B Control, Purchasing/Receiving, Night Audit, Payroll, Credit, IS, and Front Office Cashier. I worked closely with the general manager to control costs and drive the profitability of the hotel. I engaged myself extensively in operations and liaised regularly with the owner of the hotel regarding management contract compliance and operating performance reviews.
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Asst Controller, Sheraton Boston HotelItt Sheraton May 1981 - Mar 1983UsI managed the financial operations of this 1,200-room convention hotel. My scope of duties included Accounting, Budgeting and Forecast, Payroll, F&B Control, Night Audit, Front Office Cashiers, Credit, IT, and Staffing. I led the automation of the back office accounting system and developed various management reports. The controller of the hotel also handled regional controller responsibilities. I worked closely with operations on all financial matters and regularly reviewed operations to drive business improvements.
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Asst Controller, Miramar Sheraton HotelItt Sheraton Apr 1980 - May 1981UsI supervised the accounting staff of this 300-room hotel. I came into the position after a period of controller absence. The accounting was in poor conditions and many accounts had to be extensively reconciled and accounting procedures recreated. I personally handled many of the accounting tasks due to staff turnover and vacancies.
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Management Trainee, New York Sheraton HotelItt Sheraton Aug 1979 - Mar 1980UsI received on the job training in various areas of the controllership at this 1,000-room hotel upon my graduation from Cornell.
Ted Teng Skills
Ted Teng Education Details
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Cornell UniversitySchool Of Hotel Administration -
University Of Hawai‘I - Shidler College Of BusinessBusiness Administration
Frequently Asked Questions about Ted Teng
What company does Ted Teng work for?
Ted Teng works for Cornell Hotel Society
What is Ted Teng's role at the current company?
Ted Teng's current role is Fortunate, grateful and accomplished hotelier. Proud Cornell Hotelie. Curious, analytical, focused, determined and present..
What is Ted Teng's email address?
Ted Teng's email address is tt****@****mac.com
What is Ted Teng's direct phone number?
Ted Teng's direct phone number is +121251*****
What schools did Ted Teng attend?
Ted Teng attended Cornell University, University Of Hawai‘i - Shidler College Of Business.
What are some of Ted Teng's interests?
Ted Teng has interest in Com Advisory Board Member Hubs1, Current Volunteer Services, Guest Lecturer, Deans Advisory Board Member, School Of Hotel Administration, Hubs1, Advisory Board Member, Comadvisory Board Memberhubs1, University Council Member, Com.
What skills is Ted Teng known for?
Ted Teng has skills like Hospitality, Leadership, Hotels, Hotel Management, Resorts, Strategy, Hospitality Industry, Management, Hospitality Management, Business Planning, Business Strategy, Strategic Planning.
Who are Ted Teng's colleagues?
Ted Teng's colleagues are Susan Boyle, Esther Bentolila, Sarah Livingston, Leif Evensen.
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