Transforming Event Spaces: The Future of the Swan and Dolphin

 

Walt Disney Swan and Dolphin: A Look at the Exciting Renovations Ahead

This week, I had the opportunity to attend a fantastic event at the Walt Disney Swan and Dolphin, where Heather Cooke, Associate Director of Sales, shared an exciting update on the property’s ongoing renovations and future plans. As a marketer and 3rd party meeting planner with HPN Global, it’s always inspiring to see iconic venues like this investing in their facilities to meet the needs of modern events.

Expanding Horizons: 120,000 Square Feet of New Meeting Space

Heather’s enthusiasm was palpable as she unveiled the details of the new expansion. The Dolphin is adding an impressive 120,000 square feet of meeting space, expected to be completed by October 2026. This includes two 41,000 square foot ballrooms, uniquely stacked on top of each other, alongside spacious and elegant foyer areas. The new addition will seamlessly integrate into the existing layout, enhancing the property’s ability to host both intimate gatherings and massive conferences.

From the vantage point of the event, we could glimpse the construction site—a testament to the ambitious vision driving this project. It’s clear the Swan and Dolphin team is committed to remaining at the forefront of the hospitality and meetings industry.

Renovations That Deliver Modern Luxury

The updates aren’t limited to meeting spaces. Heather also highlighted the completion of guest room renovations at the Swan, where we had the pleasure of staying. These rooms now feature modern fiber-optic connectivity, perfect for today’s tech-savvy traveler. While the Dolphin guest rooms are still awaiting their refresh, they’re next in line, with a target completion date of January 2027.

Additionally, the Swan meeting spaces will undergo a transformation next year, complementing the Dolphin’s recently renovated spaces. Think warm woods, calming blues, and sleek grays—a design palette that exudes modern sophistication.

Ready for Any Event, Big or Small

One of the most exciting aspects of this update is the incredible versatility of the Swan and Dolphin properties. From intimate gatherings of 10 people to massive events hosting 14,000 attendees, this venue is designed to accommodate any group. Heather’s mention of a large tech company hosting multiple events annually is a testament to the trust and capability the property offers.

A Bright Future Ahead

By January 2027, the Swan and Dolphin will undoubtedly be one of the brightest gems in the Florida meetings and events market. It’s exciting to think about the possibilities this expanded and renovated space will bring for planners like myself and clients looking for state-of-the-art venues.

In closing, the event was not only informative but also a wonderful opportunity to experience the hospitality and vision of the Swan and Dolphin team. Their commitment to excellence and innovation is truly inspiring, and I can’t wait to see the finished product in a few years. For now, I’ll leave you with a stunning aerial image of the property and a glimpse at the big board showcasing the expansion plans. Stay tuned—great things are on the horizon!

Harris Rosen: A Hospitality Legend

 To call Harris Rosen a legend in hospitality is an understatement. His life’s work—building world-class hotels, supporting his associates and local communities, and establishing transformative initiatives like the Rosen School of Hospitality—defines a legacy that will be remembered for generations. One of my favorite aspects of his story is how he built the Rosen School of Hospitality into the number-one hospitality school in the country, surpassing Cornell, where he himself studied.

I first met Harris Rosen when I applied to work for him. At the time, I was feeling stagnant in my role at Marriott and wanted to shake things up. I wanted more money and new challenges, so I interviewed with Harris. The meeting was held in a large boardroom at Rosen Shingle Creek, and he was incredibly generous with his time.

The interview was with Harris himself, alongside his lead sales and marketing director and a top salesperson. Early in the conversation, he asked me what I liked and disliked about his hotels. I told him I admired how hands-on he was with his properties, fostering a family-like culture. Then, in response to what I didn’t like, I mentioned the air conditioning units—PTAC units—on some of his older hotels. I thought they were hideous.

For the next 30 minutes, Harris passionately explained why those units were superior to any other hotel cooling system. His reasoning was so thorough and articulate that, by the end, I became a fan of PTAC units, despite their appearance.

Another memorable moment was when Harris reviewed my resume and called me a “hopper” because I had worked at multiple hotels, though many were under the same company. I respectfully defended my record, but I could sense I wasn’t going to get the job.

As the interview wrapped up, Harris walked me to the front drive. We talked about sports and swimming, and while I didn’t get the job, I left the interview with deep respect for him and the time he gave me.

Years later, I crossed paths with Harris again—this time as an entrepreneur and independent meeting planner. I had the opportunity to book 2,800 room nights for the Florida Bermuda Moose Lodge Association at one of his properties. At the signing ceremony breakfast, Harris himself showed up, much to my surprise. He sat next to me, and I reminded him of our earlier interview. We laughed about it, and I joked, “I’m working for you now, even though you never hired me.” It was a moment of mutual respect, and I’ll never forget his warmth and gratitude.

My final interaction with Harris was several years ago during my work with the Rosen JCC. At the time, I had very clear access to Mr. Rosen and pitched the idea of creating a documentary about his life. I wanted to follow him around for a few weeks and capture everything—his morning routine, his walks through his hotels, and his deep love for his people and his work.

While we never finished the documentary, we conducted many interviews and captured some incredible moments, including this clip we created. His passion for transforming healthcare through RosenCare was inspiring—he believed in giving his associates access to affordable, high-quality care and hoped to inspire others to follow his lead. Those pieces, though incomplete, are a treasure and will forever remind us of his dedication, generosity, and the legacy he built.

Harris Rosen was not just successful—he was profoundly giving. He recognized his good fortune and used it to change countless lives, from his associates to the community at large. His impact will continue to ripple far beyond his passing, and I feel fortunate to have known him, even in a small way.

Rest in peace, Harris Rosen. You were a true giant in hospitality and humanity.

Media Censorship

There are two Americas. One America believes whatever the corporate media tells them. The other America gets their news and info from other sources and clearly sees how the media is lying and protects liars. The second America is growing and it’s why I’m optimistic.

Twitter may become a very lucrative investment because as a free speech alternative opposed to deep state controlled propaganda media why would anyone use anything else?

Censored socials from Big Tech and fake news media will ultimately drive all of their users to non-corrupt alternatives.

*Every* social media company is engaged in heavy censorship, with significant involvement of and, at times, explicit direction of the government.

Google frequently makes links disappear, for example.

Google currently employs at least 165 people, in high-ranking positions, from the Intelligence Community. 

Google’s Trust & Safety team is managed by 3 ex-CIA agents, who control “misinfo & hate speech.” 

Since the 2016 Presidential election, Google/Facebook/Twitter have hired at least 300+ people formerly employed by CIA, FBI, etc

Ex-CIA agents are Heads of Trust & Safety at Google & Facebook.

Confessions of the COVID meeting planner

We are managing events planned for every month through end of this year. The year of COVID-19. And although we anticipate smaller attendance at these events, we do expect these events to happen especially those August-December. We are seeing a ton of flexibility from our hotel partners and for that we are very grateful. That is not to say event organizers don't need to stand their ground, but in the end relationships are winning in these discussions on Force majeure vs. cancellation, attrition, rental and F&B costs, etc.

Room rates so far have been off limits though, nobody wants to re-negotiate room rates, and I completely understand why a hotel or meeting planner who makes commission on rooms does not want to reduce rates, but let's be real, rates are based on demand. So in the short term next 90 days, expect flex in room rates, expect us to ask for lower rate clauses, but after that we see room rates and airline rates for that matter to surge based limited capacity and a returning demand.

We are also seeing the need for more space. Groups need more space because they need to spread out the tables and chairs, not to mention a tent to feed. If you have a tent company, get ready to boom if you haven't felt it already. So if you had space for a 50 person event, now you need space for 150. We are also seeing big demand in the 4th quarter of this year and first quarter of next. Which shouldn't surprise anybody since most people who had events planned March-June just pushed to later dates, what we call the "lift and shift" and that pushed things into Q3 and Q4. The first quarter is typically "meeting season" especially in the SE resort market so demand is always highest in Q1 of every year.

When I speak to colleagues around the country, I am amazed by the very different vibes I am getting depending on where their hotel is located. People in Florida are much more confident, say then those in California. But even in Florida sediment varies, for example our Orlando my hotel partners are feeling better than our Miami partners because Broward and Dade are still locked down including the beaches. Arizona which has very few new cases and deaths of late, is still on lock down to my understanding and this week in my discussions with many of them were not sounding very optimistic. I believe much of this can be attributed to the information bias in their news feed because cases and deaths are down across the board. I am also seeing this varied confidence reflected in room rates around the country. For example, in Houston for later this year 2020, I am seeing strong rates and aggressive F&B mins, but in NYC, Vegas and Miami, much greater flexibility.

Interestingly enough, a few NYC hotels are becoming bullish in 2021 real quick. It's almost like they have thrown in the towel on 2020, and understandably so, but have put everything into the belief that 2021 is rebound city. I think they are right. 2021 which, for years, was a bad year on the books for large conventions in the USA. Maybe it was bad luck in the rotation, or the fact 2020 is an election year. It happens every few years regardless, where a future year looks bad. For many years 2021 was that year, but because of the 2020 virus kerfuffle, everything is being pushed to 2021. My gut feeling is this virus will depart as fast as it arrived, making 2021 a banner year in the USA.

Stay strong, stay positive and be cool!

Bryan Bruce
bbruce@hpnglobal.com
407-385-9597

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