Dolores Harrell

Dolores Harrell

Experience Champion
& Transformation Agent

Dolores Harrell PROFESSIONAL SNAPSH

20 year veteran of managemen
luxury resort, dining, mixed-use
Launch and Change Agency Sp
openings, brand launches & reb
Human Development and innov
& trained thousands on behalf
Elite Experience Designer laude
royalty alike -- including The Pr

ACCOLADES

Recipient of The White House A
The President, Cabinet & The F

Recipient of The Martin Luther
Support

Arizona Business Journal featu

Experience Designer of the 200
award-winning GRIGIO Commu

Arizona Hotel & Lodging Assoc
Education

Award-winning Public Speaker,

Author of the book, FUDDLE C
Under All Circumstances

Founder of the charitable conte
families -- OPERATION: SOLE

connect@doloresha

HOT

nt and consulting in the hospitality,
e development, retail & B2B arenas

pecialist with over 30 operations
brands across the U.S.

vative Training Specialist: interviewed
of award-winning organizations

ed by celebrities, heads of state, and
resident and The White House

Award of Appreciation for service to
First Family
King Silver Medallion for Civil Rights

ure: Up and Coming Leaders
08 National PARAGON Grand Prize
unity: Best property in North America
ciation: Committee Member for

r, Writer & Theatrical Performer
CUP: Living an Extraordinary Life

est and event benefitting homeless
SEARCH

arrell.com www.doloresharrell.com

Dolores Harrell Professional E

OVERVIEW

THE LEADERSHIP FIRM, Phoeni
President, December 2010 - Prese

ZAG GROUP, Phoenix, AZ
Chief Visionary Officer April 2008 -

SPRING CREEK DEVELOPMENT
Director of Brand & Experience Des

GRAY DEVELOPMENT GROUP,
Brand Manager, December 2005 –

ROYAL PALMS RESORT & SPA
Director of Estate Experienc
September 2002 – October
Director of Training, August
T. Cook’s Manager, January

CARLOS MURPHY’S RESTAURA
La Jolla, CA -- National Director of
July 1993 – March 1996

EXPERIENCE DETAIL

THE LEADERSHIP FIRM, LLC, P
The Leadership Firm empowers pe
Makers: people who intentionally ha
the success of their cultures, organ
The Leadership Firm specializes in:
Learning Experiences & Speaking E
Coaching, Fitness Coaching & Asse
groups & individuals alike to live and
extraordinary level. For detail, visit:

connect@doloresha

Experience

ix, AZ ZAG GROUP, LLC, Chief Visionary Officer
ent Consultant group creating brands, designing experiences,
measuring performance & facilitating learning for B2C & B2B
November 2011 organizations ranging from SMB, corporations & national
associations. Specializing in break-out brands & luxury
T, Scottsdale, AZ lifestyle brands utilizing a high degree of touch-point service in
sign, April 2007-April 2008 their operating models. For more detail, visit: zaggroup.com.

Phoenix, AZ SPRING CREEK DEVELOPMENT
– March 2007 Director of Brand & Experience Design
Total brand creation and experience design for Estate House
Phoenix, AZ restaurant, Upstairs lounge, CANAL & FoodBar for
ces SouthBridge Restaurant Group, plus other responsibilities.
r 2005
Complete brand creation including architectural &
1999 – October 2000 interior design collaboration, all physical branding &
y 1997 – March 1999 graphic design, brand story and standards

ANT CORPORATION, Menu creation, mixology collaboration & operational
Management Training, workflows. Authorship and execution of all training
materials, service standards, and team building
LS experiences
Talent recruiting, selection of all team members and
President leadership. Designed and facilitated opening team
eople to become Difference training for the launch of all restaurants
ave a positive impact on Design of all touch points: menus, uniforms, flatware,
nizations, and their own life. silver, linen, glassware, etc.
: Leadership Development, Created all corporate training materials for
Engagements, Personal SouthBridge Restaurant Group
essments. TLF engages including: Employee Manual, Guiding Principles, Core
d perform at their most Values & Service Standards

theleadershipfirm.com. www.doloresharrell.com

arrell.com

Dolores Harrell Professiona

Developed corporate loyalty pro
designing centralized contact c
tracking, membership program
personalization tracking & team
Executed SuperBowl events for
SouthBridge was the official tele
for the full week prior

GRAY DEVELOPMENT GROUP, Bra
Responsible for total brand creation of
residential lifestyle product from raw co
execution. Brand included seven high-
and southern California representing a
one billion dollars.

Created brand: core ideology, d
positioning, experience design,
execution standards, and budg
Responsible for the hiring and t
members and leadership. Autho
training materials
Directed all facets of brand iden
graphic standards, collateral, si
communication, etc.
Strategized all brand atmosphe
planning, interior and lighting de
media, retail display, scent & so
Responsible for all marketing an
competitive market analysis, ca
materials, ad and web design, c
animations, multimedia product
brand spokesperson

connect@doloresha

al Experience - continued (2)

ogram including: Responsible for design & implementation of systems
center, CRM program & including: customized CRM system, POS, loyalty
m & loyalty rewards, program, county & state filings for various permits &
m member education. licenses
r ESPN and the NFL: Innovated a completely new product class in multi-
evised NFL pre-game site family housing with an unparalleled, luxury value
perception. Exceeded brand strategy financial
and Manager expectations by securing average rents 60% above
an unprecedented, existing competitive rents. “Grigio now is by far, the most
expensive rental community in the Valley and it’s first
oncept to detailed class all the way...Grigio is the Rolls-Royce of Valley
-profile sites in Arizona apartment communities, inventing a new market
segment for apartments.” -Arizona Republic, 2/14/2007
real estate investment of GRIGIO beta site awarded: 2008 Paragon Grand Prize
Award - Best Community in North America
distinctive market
, operational workflows, ROYAL PALMS RESORT & SPA
gets Director of Estate Experiences
training of all team
ored and facilitated all Senior management responsible for the 5-Star, 5-Diamond
execution of 350 employees property-wide. Position created as
ntity: naming, logo, an aggressive strategy to innovate systems and increase:
ignage, all visual Average Daily Rate, Percentage of Occupancy and service
levels for the leisure market and bottom line revenues.
erics including: space Responsible for operation management, strategic planning,
esign, environmental training, development, consumer intimacy, guest loyalty, sales &
ound marketing, public & media relations.
nd advertising:
ampaign design and Originated and branded operations programs focused
copywriting, renderings, on consumer intimacy, guest loyalty and creating value
tions and PR. Official through memorable experiences.
Launched revenue-generating services previously
arrell.com provided as complimentary by increasing value
perception. Improved profitability of services by over
200% from 2002 to 2005

www.doloresharrell.com

Dolores Harrell Professiona

Created unrivaled service
service experiences. Influ
and REVPAR performanc
luxury rooms. Expanded
strategic relationships. Le
figures or more a year trip
2005
Transformed concierge d
powerful sales force. Ser
2003 and an additional 2
internal Spa bookings ov
initiating sales training pr

Developed and instructed
branding and luxury gues
employees. Program use
DH&R properties
Assisted in service levels
Leisure award for “World
2003, Alvadora’s award:
Romantic Spas in the Wo
Magazine, September 20
Resort Restaurant in Nor
Leisure, 2004, etc.
Selected and personally
line-level employees (35)
advancement & tools to
dynamic culture within re
Conducted high-energy s
accountability and one-o
participant

connect@doloresha

al Experience - continued (3)

e offerings and luxury Conceived, authored & executed DAY 21 training
uential in increasing ADR program for new employees to measure
ce by enhancing value of competencies and retention. Successful in ensuring
consistencies in knowledge & service standards.
leisure sales by forging Effective in global process repair & improvement
eisure travelers spending 5
pled from year 2002 to CARLOS MURPHY'S CORPORATION,
National Director of Management Training
department, creating a more
rvice sales rose 250% in Restaurant corporation with a total of 50 units coast to
200% in 2004. Increased coast. Corporate objective was to completely renovate and
ver 300% in 2004 by restructure 30 units and effectively launch new brands in
rogram and incentives rapid succession. Critical management position with full
responsibility in overseeing and administering all facets of
d passionate internal the corporate training objectives throughout each
st service seminar for all management recruit’s intensive eight-week program.
ed as a prototype for other
Instructed all front of the house, employee
s worthy of the Travel + management, staff development, leadership, P&L,
d’s Best Service”, June labor, food cost, forecasting, menu knowledge,
culinary, employment law, etc.
“One of the Ten Most
orld” - Luxury Spa Finder Coached and counseled all recruits to meet
005, T. Cook’s award: “#2 corporate standards and prepare them to open their
rth America” - Travel + own units upon returning to their respective
locations
mentored the top 10% of
providing individual growth, Completed thorough evaluation of Managers in
create a contagious, Training and responsible for final recommendation of
espective departments. management status, additional training or alternative
seminars, utilized written action
on-one coaching with each

arrell.com www.doloresharrell.com

Hosting a celebrity benefit dinner as an Additional Ex
Executive Board Member of Wine, Women &
Shoes with James Beard award-winning chef, ACCOLADES

Christopher Gross Twice awarded Manager of
Destination Hotels & Resor
"There is one attitude, Recipient of The Martin Lut
one intention, and one Medallion for Civil Rights Su
Awarded two Degrees of D
action that is more Forensic League for public
honorable, important, Awarded Best Actress for C
and powerful than any Phoenix by Carnegie Found
Experience Designer of the
other: To serve." PARAGON Grand Prize aw
Community (Best Commun
-FUDDLE CUP Recipient of The White Hou
Appreciation for service to
Dolores Harrell & The First Family

RECOGNITIONS

Alumni of Shakespearean S
Utah State University: home
winning Shakespearean Fe
Member of the thinkAbout
experience designers
Author of the book, FUDDL
Extraordinary Life Under All
Expert-rated professional Y
Trainer & Certified Nutritioni
Arizona Business Journal fe
Leaders”

connect@doloresha

xperience / Accolades

f the Quarter by COMMUNITY INVOLVEMENT
rts
Executive Board Member for Wine, Women &
ther King Silver Shoes: facilitating 3-day experiences raising
upport significant funds for Sojourner Center

Distinction from National Founder of OPERATION: SOLE SEARCH: a
speaking charitable event benefitting homeless families

Community Theatre in Former Lead for Leadership Giving (individual
dation donations of $1,000 or more) for The Valley of the
Sun United Way
e 2008 National
ward-winning GRIGIO Advocate for Women for Women International
nity in North America)
Education Committee Member for The Arizona
use Award of Hotel & Lodging Association, as well as
The President, Cabinet The Valley Hotel and Resort Association

Member of the Arizona First organization

Volunteer for The Special Olympics

Studies at Southern EXPERIENCE WITH YOUTH
e of the Tony Award-
estival Instructor & Director for Phoenix Children’s
network of professional Theatre, working with children 5 to 18

LE CUP: Living an Designer of The P.I.T. Crew (Pastors In Training)
l Circumstances pilot program, teaching hands-on
Yogini, Certified Personal leadership skills and values to “tweens”,
ist empowering them to be positive role models &
eature: “Up & Coming mentors to younger children. This program is now
in wide practice.

High school Speech & Debate Coach & Judge for
Arizona state-wide tournaments

arrell.com www.doloresharrell.com

[sound bite perspective on vision

Vision is a Verb

Every success starts with a great idea. However, it is the vision of h
implemented, can be sustained & promotes growth that ultimately d

Dolores Harrell connect@dolores

& implementation] Many a cocktail napkin has been mauled and sacrificed to the
good intentions of a vision. Some of those scrawlings make it to a
how the idea is board room action plan, and fewer, onto actual implementation.
decides success.
Regardless of how beautifully the vision was designed, or how well
sharrell.com the research and analysis was done, the success of the greatest
idea will always end up at the mercy of implementation.

The success of a vision is much like a relay race: There are several
legs of the race, each of which is responsible for succeeding in
their portion of the contest, in order to achieve an overall victory.
Should one or more of the four runners underperform, the chances
of success diminishes accordingly.

Similarly, organizational success has four main "legs" to cross the
finish line of success: vision, design, sales & operation. While the
individual success of each leg in organization is important, perhaps
the most challenging aspect for leadership to manage is the
connectivity between them. The baton pass of business, if you will.

Just ask both the men's and women's U.S. Olympic Track teams
of 2004 Athens or 2008 Beijing, where some of the world's fastest,
most talented athletes in their own right, met utter defeat due to a
chronic inability to effectively pass the baton to the next leg.

With the privilege of professional experience in all "legs of the
race", I've come to appreciate the most difficult challenges for
leadership is not to be an expert in their area of responsibility, or to
manage those who report to them. It is expected that a good and
competent leader will accomplish those things.

Truly successful leadership understands and will work to achieve
total connectivity between their area of responsibility and the other
areas who are inter-reliant on their efforts. Thereby, ensuring all
actions will ultimately achieve the important intention of the
organization's vision. They work hardest at ensuring the baton
does not drop before of after their leg of responsibility. They are
simply focused on the finish line and helping the entire team win.

www.doloresharrell.com

[sound bite perspective on experience design] Satisfac

Simply satisfy
never built bra
delivering on b
shop around f

Many companies view
success. Alternatively
challenged with the id
something like: "Reall

When someone is sat
brand. You have met
not "wowed" them eit
eye": they are open to
short, they are only g

However, true loyalty
they've already got.Th
organization and bran
mouth sales and talen
advances of other bra

Loyalty is built on the
else. Simply satisfying
customer/team memb
have the chance to as
truly take root.

The power of great e
memorable experienc
anticipating and acting
you will create a loya

Dolores Harr

ction Stinks

ying the basic requests of customers or employees
and loyalty, sales, or employee retention. In fact,
baseline expectations gives people a reason to
for another product, service provider, or job.

w 100% customer/employee satisfaction as the pinnacle of performance
y, I believe the real measure of ultimate success to be loyalty. Often, I am
dea that satisfaction and loyalty are the same notion. My response is typically
ly? Would you prefer your spouse to be just satisfied or loyal?"

tisfied with your product/service/place of employment, they feel OK about your
their basic expectations, probably not disappointed them much, but you have
ther. They are not passionate about your offerings, and tend to have a "roving
o checking out something more impressive than what they have with you. In
going to stick with you until something better comes along.

comes from a deep-rooted belief that it just doesn't get any better than what
hey are passionate about the importance of their relationship with your
nd, and often brag to others about how fantastic you are, resulting in word of
nt recruiting. Loyal customers/team members are seemingly impervious to the
ands trying to steal business and talent from you.That's powerful stuff.

e belief and trust that you will take care of their needs better than anyone
an expectation will not accomplish that. It is only through exceeding your
ber expectations -- anticipating and giving them what they want before they
sk, through meaningful and memorable experiences -- that brand loyalty can

experience design is to accomplish exactly that:To provide meaningful and
ces that surprise, delight, and transform customers and team members by
g on their needs and desires in ways that exceed what they expect. In return,
al brand champion that actively promotes and grows your business for you.

rell [email protected]

Training Comes Second

A brand is, at its core, a promise to consumers and associa
they will receive. When a brand makes a promise, that prom
delivered -- with accuracy, with passion, with care, and with

Branding, is most commonly thought to be messaging to the consumer of what the
all about, in words or artistic representations such as logos, etc. While such marke
certainly part of the branding process, it is the brand's actual performance that ulti
brand experience indelibly in the minds of consumers -- regardless of marketing ef

Since the brand is defined by the experience, the brand experience is put squarely
those providing the experience: The team members working for the brand. With tha
believe that internal branding is not only a priority, but essential to the survival of th

Until the brand and its specific promises of performance are completely engrained
reflexes of an associate, that associate is simply performing a task, which they cou
any brand. They have not had the opportunity to learn what makes working for tha
why their product is distinctive. And if the associate cannot discern or feel the diffe
and your competitors, you can be sure the general public of consumers can't feel t

Internal branding is where new associate development should begin --upon hire an
tenure. Every new associate for a brand should, first and foremost, become a cham
promise. A strong sense of pride for what they represent and powerful concern for
responsibility toward teammates to uphold the overall brand promise should take t

Don't get me wrong -- training of the actual tasks your associates are performing is
success of the brand performance. Your customers expect and deserve proficienc
Additionally, exceptional associates are always looking to grow and further their sk
organization or another if necessary. Therefore, engaging and ongoing practical sk

People learn quickly what is truly most important by what is prioritized. Internal bra
embodiment of the brand promise and overall goals of the organization -- should c
and skills which they leverage to uphold the brand promise should follow once you
created a genuine brand champion.

Dolores Harrell connect@doloresha

[sound bite perspective on internal branding]

ates of what
mise should be
h pride.

e product/service is
eting efforts are
imately imprints the
fforts put forth.

y into the hands of
at in mind, I firmly
he brand itself.

d into the minds and
uld do anywhere, for
at brand special, or
erence between you
the difference either.

nd throughout their
mpion of the brand
r their role and
the lead of all learning.

s also essential to the
cy and accuracy.
kills, at your
kills training is a must.

anding -- the
come first. The tasks
u are sure you've

arrell.com www.doloresharrell.com

Dolores Harrell

[email protected]
www.doloresharrell.com