Crafting the Iconic Biltmore Hotel Across Generations
By: Nancy Esteves
Photos: Enrique Tubio
The iconic Biltmore Hotel stands as a beacon of warmth and welcome, thanks to the dynamic father-and-son duo steering its success. Their shared vision, passion, and unwavering commitment to excellence have crafted a truly exceptional experience for every guest. In this exclusive feature for Hola Latinos Magazine, we delve into the core values and guiding principles that have driven their remarkable feat and explore the special family bond that keeps their business thriving and the vision of an enduring legacy alive.
Q & A with GENE PRESCOTT:
-Gene, how did you initially venture into the hospitality industry? –Interestingly enough, I transitioned from the cold storage and travel wholesale businesses in the NY and Chicago areas through a confluence of events, coming to Florida and having the opportunity with my first hotel property in Clearwater Beach. I caught the ‘hotel bug’ then and never looked back.
-Being named Chair Emeritus for the GMCVB is a significant honor. What qualities or achievements led to this recognition? – Hard work and a constant focus on how to best position the hospitality industry for visitors to the greater Miami area. I’m honored that the bureau believes my approach to this is something they want me to continue doing in this new capacity on the GMCVB’s behalf.
-What do you consider your most impactful contribution to the hospitality sector? – Inspiring others to join and participate in our great industry.
-What mark have you left to the hospitality members, industry, and the community? – If I was able to positively impact those groups in tangible ways, whether that be by sharing insights on what works for our hotels, how best to approach an issue affecting us or the industry as a whole, giving our guests memorable experiences, or doing the same for the community via the many offerings we provide, then I succeeded in achieving what I initially set out to do when joining the hospitality industry years ago.
– The property has undergone significant transformations since its initial opening in 1926. From Seaway assuming operations in 1992 until now, it marks the longest continuous period (32 years) of the hotel operating as a hotel. What is the most pivotal strategic business decision that contributed to its transformation into an iconic establishment? –Given the historic events this Landmark has been through over the years it’s impossible for me to link its iconic status to one single event. One of the more pivotal events during my time that enabled the hotel to reemerge from its stored history, was the first Summit of the Americas in 1994. We hosted every head of State from the western hemisphere, except one. That event brought global attention to the reopened Landmark, especially after the challenging Hurricane Andrew of 1992, and reminded the world of this iconic structure that has and will continue to stand the test of time.
-As a father-son team, what distinctive strengths do you each bring to your roles, and how do these complement one another? – While I know one of the old adages is that sons are on this earth to trouble their fathers, and Tom certainly did plenty of that for me when he was younger, I couldn’t be prouder of both the job he’s doing running the family business now or the man that he’s become. While I know he’ll disagree with this statement if you ask him, he teaches me as much as I ever taught him – so that, in effect, provides the necessary complement for the betterment of the family business.
-What core values or principles have guided your family’s business? – Hard work, integrity, and focus. I believe those things not only apply to business but also serve as life principals, and they’re something I’ve tried to instill within my children and grandchildren whenever possible. Thankfully, none of them needed much of my guidance in this respect – who knows, maybe it’s an innate ‘gene’ in the Prescott blood?
-What’s your top memorable experience while working with Tom? –I’d say the period working with Tom when he came more fully on board to the family business and we worked closely together, exchanging ideas on a daily basis about our business and the industry as a whole, discussed the short & long-term strategic direction as well as the fine-tuning of our operational processes. Tom approached everything with immediate focus and detailed attention. His intensity and the effort to drive things forward while remaining true to our brand’s stoic character has lent itself to an innovative company that will ensure the Landmark’s legacy through whatever changes affect our industry in the years to come.
-How do you utilize each other’s perspectives to foster innovation and drive business growth? – I kind of touched upon this in my last point. Our constant focus on the details, continual innovation, adaptation when necessary, and staying true to whom we are as a brand, is what will drive our continued business growth.
-Gene, what aspect of Tom’s accomplishments makes you proudest, and why? – That he instilled the same work ethic, integrity, and constant drive in my grandchildren. Guess I could also cite as one of his major accomplishments that he got his kids to consistently say please and thank you – those of us as parents can only applaud that feat.
Q & A with TOM PRESCOTT:
-What inspired you to follow your father’s hospitality path? – I’ve been most fortunate to be immersed in the hospitality industry, it being the family business, for most of my natural life. I decided to pursue other career paths after college, namely in law and politics once completing my graduate work, but I always felt the pull back toward hospitality. A large part of that can no doubt be attributed to watching my father navigate the waters within this field and seeing the positive impact it had on him, our team members, and our guests throughout the years.
– As a father-son team, what unique strengths do you bring to the table, and how do you complement each other in your roles?
– My father has been a tremendous mentor throughout the years. I attempt to complement what he’s done with my hospitality, politics, and law background. And I also bring a younger perspective (not much younger I’ll concede) on our clients’ needs in the digitized age. That, in turn, allows us to utilize what’s been implemented and build on it to favorably position our family’s business within the hospitality landscape. And given he’s one of the more charming individuals you’ll meet, I ask him to talk about our hotels to folks wherever thereby further complementing our overall promotional effort for the family.
-Has it been difficult being family members and business partners, especially when making important decisions? – Not in the least bit. My father ensured that as I transitioned into the business, and he into his new role, that our functions wouldn’t conflict and/or adversely impact neither our personal relationship nor the business.
What unique strategies have you implemented to maintain a positive work environment and foster a sense of camaraderie among your employees?
– From the moment every team member enters our Passion Program, which is our 2-day onboarding/orientation session for new employees, we stress the need for bringing passion to every aspect of our business along with the requirement to work together as a team. It’s nothing less than wonderful that several of our team have worked in our properties for close to 30-years, with dozens more between 10-20 years, and then generations of families working with us within those ranks.
-What’s your customer service approach, and how do you ensure guests have a memorable experience? – A relentless drive to ensure the highest standard of customer service is what it’s all about. Everything else is arguably just conversation. If we achieve that, which we constantly work toward, then the memorable guest experiences (given the Landmark’s uniqueness and our numerous offerings provided) will materialize on their own.
-What are your thoughts on the future of the hospitality industry, and how do you see your business evolving to meet changing consumer preferences and expectations? – Staying on top of the latest industry trends and keeping up with the latest demand for offerings is certainly the first step. But it’s also about trying to constantly see around the corner, by anticipating the guest needs in their ‘experiential’ stays, and yes, recognizing that we may need to adapt further from where we are now.
-Tom, who will continue this legacy? – My nephew Royce appears to have gotten the family ‘bug’. I had him work at the Biltmore within the food and beverage (F&B) department this past year, and he’s now going to build upon that foundation as a F&B-manager at the St. Regis hotel in Aspen for the next 1-2 years. Separately, my sons continue to work at the hotel when they’re not in school. So, as they get older and try different career paths who knows which of the family members will follow mine. But I’m confident to say now that another Prescott will eventually follow in the same footsteps and continue the lineage of our family business.
Q & A with Nephew ROYCE PRESCOTT:
When did you decide hospitality was for you? – I discovered my passion for hospitality while working at my mom’s boutique motels in the Tampa Bay Area. As part of a small staff managing three properties, I was involved in cleaning rooms, fixing mechanical issues, and ensuring guest satisfaction. This hands-on experience in property management and oversight, similar to what my uncle (Tom Prescott) does at the Biltmore, fueled my eagerness to gain more experience in the field.
How have you enjoyed working at the Biltmore alongside your family? – Working at the Biltmore alongside my family has been a fulfilling journey where I’ve had the opportunity to blend my passion for hospitality with the bonds of family. It’s not just a job, it’s truly a shared passion and chance to be part of something meaningful. It’s been a privilege to contribute to my family’s legacy while also growing professionally.
What are your future goals in hospitality? – They’re centered around deepening my understanding of the industry and honing my skills within it. Soon I’ll start with Marriott International as a F&B-manager at the St. Regis in Aspen that my uncle facilitated for me. But as he reminded me recently, he only opened the door, I need to walk through it and perform.
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