Global Traveler: Tell us about Sheraton’s aggressive revitalization program.

Hoyt Harper: We are halfway through plans to elevate the Sheraton brand to our high international standards. When complete, consumers will see a consistent and higher quality product worldwide. We’re spending more than $4 billion on new construction and renovations. Guestroom enhancements will include the Sheraton Sweet Sleeper two-bed, new room and lobby design and signature entertainment programming.

All of our initiatives are based on consumer insights, with a focus on our core values of fostering a warm, connected community. Through our lobby ambiance and enhanced employee training, we hope our guests will feel a sense of belonging and familiarity during their stays.

GT: What plans does the brand have to equalize the product experience from market to market?

HH: Our plans are being put into action simultaneously. While 30 hotels are under renovation, 12 more properties [including hotels in Maine, Buckhead Atlanta and Danbury, Conn.] are leaving the Sheraton brand as they are unable to meet the new standards.

GT: How does the Sheraton brand integrate with other Starwood brands?

HH: Sheraton often draws comparisons to Westin because the number of shared customers has grown significantly since the acquisition in 1998. We’ve been able to keep customers within the Starwood family through the success of our renovations, the introduction of Link@Sheraton — a social communications hub in our lobbies — and our loyalty program, Starwood Preferred Guest.

We have taken key lessons from our sister brands, W and Westin, in creating new lobbies inspired by the great parks of the world. We also focused on dining and are introducing a flexible dining component. For example, grab a coffee and go in the morning at the Link Café or relax with a drink at our signature Club Lounge.

Our global footprint is healthier than ever with more than 40 new Starwoodbranded hotels under construction in China, including 21 hotels under the Sheraton flag. The new trend among business travelers is to extend business into pleasure and bring families along. We have tailored our renovations and additions toward this trend.

GT: Tell us about your career in the lodging industry.

HH: I have been with the company 17 years, starting as director of partnership marketing, with a focus on sports. I then took on Sheraton Club International and helped transform that into a global program. I also had the opportunity to lead the Starwood Preferred Guest program.

I came to Four Points in 2002. This was a brand in need of a clear positioning and we were given the opportunity to start over. Because of that experience I volunteered to take on Sheraton and this is the most exciting opportunity in hospitality. I am so pleased by the reaction I have received and pursue this job with pride, tenacity and passion.