Implementing Changes “ They are going for their Forbes 5-star rating and there is no doubt in my mind they will achieve it ,” says Kolb . “ We implemented a , believe-it-or not , well-received pay-for-performance pay structure for therapists that focuses as much on engagement and five-star service as it does on seniority . We also completed a menu engineering analysis in preparation for a new

— Katlyn Hatcher Director of Spa and Wellness

Nemacolin Woodlands Resort & Spa Farmington , Pennsylvania menu , raised awareness and buy-in to five-star standards , and began development of a US $ 500,000 renovation , which is now completed .”

In addition , Kolb worked with the team to closely examined the entire organizational structure to see what was potentially missing for a spa with volumes exceeding 48,000 services annually . A master scheduler role was also put in place . The position is set to realize an increase of at least US $ 250,000 annually through more effective use of therapists ’ resources because one person will be accountable for the efficiency of the schedule . She also helped begin the processes of more closely analyzing cost per treatment service , pre-dispensing product for tighter inventory control , and helped reorganize the staging area to make even the busiest days run more smoothly with dedicated behind-the-house associates to ensure success .

“ Being able to have an outside perspective was extremely beneficial . We have been in operation since 1989 and have many tenured therapists , many whom have been working at the spa for 10 to 20 years ,” says Hatcher . “ While this is a huge asset to our spa , there were some processes we had just become comfortable with and the mentality of ‘ we ’ ve always done it this way ’ set in . Having a fresh set of eyes from someone extremely experienced in the industry helped us step outside of our comfort zone and find ways to improve the overall operation .”

It ’ s evident Kolb ’ s work with

Hatcher and Nemacolin Woodlands Resort & Spa is proven to be a successful venture by the newfound confidence in leadership and the streamlining of many processes . But what exacty did she do ? Below , Hatcher explains where Kolb was able to help and how much of a difference it has made for Nemacolin ’ s bottom line . n Organizational chart “ Jean helped us restructure some job roles and create a new position , the master scheduler , which has had a very significant financial benefit to the business . This person handles the schedule in its entirety . In the past , this fell to individual team supervisors but with a team of 90 associates and a business demand that is always fluctuating , it proved difficult to stay on top of . Now it is streamlined and we are maximizing our revenue through efficient scheduling .”

n Facility “ Jean helped us improve the overall appearance and brought a fresh perspective to our facility . She offered many great insights .”

n Payroll “ Jean helped us implement a new performance-based flat commission system . This was something we had considered in the past ; however , changes to pay can be tricky to navigate and require the team ’ s buy in . With Jean ’ s expertise , we were able to execute an organized system and successfully launch it to the team .”

n Expense control “ Jean helped us create documents to better monitor and control our expenses .”

n Leadership “ Through my leadership coaching , my big takeaways were : having the confidence to make the tough decisions for the betterment of the team and business , thinking strategically , setting clear expectations and holding my team accountable , and learning to manage my time more efficiently and to set boundaries .”

62 PULSE ■ May 2017