About the Role
We are in search of an experienced, talented and driven VP of People who is up for the challenge of scaling ALICE, reporting to Co-Founder & President, Alexander Shashou.
After raising almost $40M and acquiring a competitor, ALICE has grown very quickly. In the last year alone, we have gone from 40 people and 300 hotel partners to 100+ people and 2,000+ hotel partners.
We are looking for someone to help us realize our potential, continue hiring A+ players and on-board and train our team to the best of their potential. We are looking for someone who can help us navigate m&a integrations and who understands distributed and remote teams and how to make a fantastic culture within a global workforce.
We are a company that takes great pride in our team and our culture. You will be hands-on in scaling and improving our People operations, helping make ALICE one of the most inspiring places of work.
What we are looking for:
Five years ago, we started working on a mission to improve the way hospitality companies, specifically hotels, deliver service.
Inspired by the exceptional service improvements of companies like Uber, Amazon and OpenTable, we set out to understand how we could apply their insights to improving the guest experience in a hotel.
At first, we believed the solution was guest-facing technology, specifically mobile apps. What we discovered, however, was that, for each of these companies, the app was simply an access point to a new infrastructure for delivering service.
We wanted to build a solution driven by the needs of hotels, so we started asking hotels lots of questions. We saw a consistent pattern: guest frustrations rarely originated from the inability to communicate a request. The true problems stemmed from the operational complexity of fulfilling the request. The difference between the Ubers of this world and hotels was not the guest access point, but rather hotels’ inability to leverage technology on the back-end or staff side.
Most hotels today are running outdated legacy systems, which are disconnected from one another. Operations tries to broach these silos with offline methods, like pen and paper and radios, which leaves room for error. It also prevents hotels from understanding how they are failing guest expectations. In today’s social media and review-driven economy that is a risk. Customer reviews are everywhere, social media is directly impacting guest expectations and future bookings. The last thing any hotelier wants is a negative review.
Through these learnings, we broadened our focus to see staff and guest technology as equally important. We also zeroed in on connecting staff operations through an end-to-end platform. In solving the staff side of the equation, hotels can now deliver a better guest experience.
It has been an exciting journey. Backed by travel giant Expedia to own this new category in the market, we’ve grown our team from three founders to over 100+ brilliant and dedicated team members. We've acquired a competitor we hugely respected in GoConcierge. We’ve built a global customer base that we love working with, learning from, and helping succeed by streamlining their operations. Our hotels have improved staff morale, reduced their spend, and increased their TripAdvisor scores in a short space of time. We’re helping to support brilliant hotel managers with motivated teams, and we are proud to be a part of their story.