Thank you for Subscribing to Hospitality Business Review Weekly Brief
Felicia Lindquist, MBA, is Director of Guest Experience at Bellagio and Park MGM, part of MGM Resorts International. With 15+ years in hospitality leadership, she excels in strategy, operations, and transformation, delivering exceptional guest satisfaction and record-setting customer loyalty.
From History Degrees to Hospitality Leadership
Incidentally, my educational background is in history, which always surprises people. I studied history with the goal of starting a career in museums, all while working in hospitality to pay the bills. My graduation coincided with the recession, making it difficult to secure an entry-level role in a cultural institution, so my hospitality “career” continued by necessity. When I finally joined The Mob Museum, it was in fundraising—a division where my service experience was seen as a natural fit. Over nearly eight years, I advanced through a variety of operational and people-focused roles, ultimately becoming Senior Director of Public Operations & Guest Experience. When it was time to move on, I discovered an opening in Guest Experience that, while quite different from my museum responsibilities, combined my educational background and hospitality expertise perfectly. Who would have predicted that two history degrees would lead me to an executive role at a world-class resort and casino?!
Tailoring Experiences While Sharing Best Practices
Lasting guest experiences start with truly understanding what guests value and how they feel.
Park MGM and Bellagio are unique and differ greatly in their offerings and the guests they attract – yet each delivers an equally rewarding experience. In an ideal world, every property in our portfolio would achieve the same outstanding Net Promoter Score (our measure of how likely guests are to recommend a resort) by matching the right guests with the right amenities in the right setting. Achieving that balance requires treating each property and brand as a distinct entity, listening carefully to their guests, and recognizing that what succeeds at one may not necessarily work at the other.
Cross-property and cross-department collaboration is essential for accelerating initiatives and creating successful implementation plans. For example, we organize meetings around the guest journey rather than traditional divisions. A “casino experience” extends far beyond table games and slots – it involves beverage service, security, the cage, rewards program representatives, and environmental services, all of whom need a seat at the table. The resulting action plans and strategies are then shared across other groups to spread best practices and drive continuous improvement.
Exceptional Service Starts with Understanding
Net promoter score is our north star, with friendliness a close second. I always love seeing when our guests mention my incredible colleagues by name and recognize them for the exceptional service they deliver every day!
Listen attentively and act deliberately. Lasting guest experiences start with truly understanding what guests value and how they feel – not just collecting feedback but listening to it and acting on it. Because needs evolve, stay in ongoing conversation with guests so you keep pace as priorities and preferences shift. When we lead this way, exceptional service becomes second nature and resonates well beyond a single visit.
