What was the vision for the hotel your grandparents opened in 1947?

What was the vision for the properties that subsequently opened under the Outrigger brand?

In 1929, my grandparents, Roy and Estelle Kelley arrived in Hawai’i with little more than a few dollars in their pockets and a lot of determined optimism. They saved, invested, started a family and 18 years later, built their first hotel in Waikiki, the Islander Waikiki. My grandparents’ vision was to offer modestly priced hotel rooms in Waikiki as airline service sparked mass tourism in the 1950s. As it says in Kelleys of the Outrigger, what made the difference in the Kelley success saga was a diligent eye on the guest while never losing sight of the cigar box that held the day’s cash.

The vision for the resorts that opened under the Outrigger brand was one related to the vessel of discovery that transported ancient navigators across uncharted seas: Outrigger. The spirit and dedication of those navigators is embedded in our logo and a reminder of our mission: My Dad said, “The movement of the waves, the feeling of exploration and the Pacific-Polynesian symbolism all convey the qualities of our company.” It inspires us to look forward and to embrace all that we discover with open arms and minds.

This vision resulted in our expansion first to the neighbor islands and then beyond to the Asia Pacific, Oceania and Indian Ocean regions and in running a multi-branded portfolio of hotels, condominiums and vacation resort properties.

How has your experience growing up and learning the family business from the inside out informed your current approach at the company?
Family is weaved throughout the history of our company. All the kids worked in the hotel from folding laundry to washing dishes so I have a deep appreciation for the work that is done by our hosts – from housekeeping, to numbers crunching, to sales. I think it’s important that our hosts are happy. When they are, they work hard because the want to be a part of Outrigger’s success.

How do Outrigger’s properties set themselves apart from other resorts?
At Outrigger, we build a promise that encompasses three operational pillars of our business: Host – Guest – Place. We celebrate and share our local culture (HOST). We provide world-class hospitality (GUEST).

In destinations set in premier beachfront locations (PLACE). These pillars are at the heart of our brand promise: Where local culture meets world-class hospitality.

Please describe your guest demographic.

Has it changed over the last 10 years? If so, have you expanded your amenities/ services or utilized any specific marketing strategies to cater to this new demographic? If not, what are your strategies for maintaining your consumer base?
Our primary guest demographic are upwardly mobile young adults and extended families seeking genuine experiences in iconic destinations. In the past 10 years we’ve focused our attention on true beachfront locations throughout the world, so now we see a greater proportion of international travelers.

More and more travelers are seeking authentic, localized experiences—in what ways has Outrigger met the growing demand for experiential, eco-conscious, adventure and/or slow travel?

Does the tourism landscape here differ from other locations where you’ve lived and worked?
Hawai‘i is one of a kind. I have lived and worked in this business throughout the U.S. and Puerto Rico. We are keenly aware of the power of social media and committed to staying ahead of other destinations through our genuine aloha. The aloha spirit is no longer a nicety, it’s an expectation—it is what separates us from other resort destinations throughout the world.

What other trends and industry dynamics have you observed over the course of your career in hotel management?
So much has changed in this industry.

Many of us have staff to specifically interact with Facebook, Instagram, TripAdvisor and Yelp as a means of communication and exposure. Hoteliers have become champions of energy conservation and sustainability, and not just because it helps the bottom line—it’s also a responsibility. We work more closely with our owners and asset managers than we ever have in the past. It’s a business after all—a business that is still quite demanding and so, so rewarding. It’s a passion, not a job.

What was the vision for Turtle Bay when it first opened in the early ’70s and how has that vision changed over the years?
I can only assume that the vision for Turtle Bay was to provide a luxury resort in an awesome location—the pristine North Shore of O‘ahu. That vision hasn’t changed over the years, however I do think it has transitioned with the change in generational priorities. Today, guests are not simply looking for a luxury resort in a beautiful location. They’re looking for an experience with nature, culture and environment.

Experience is more important than ever.

How does Turtle Bay set itself apart from other resorts?
In 2013, we completed a $52 million renovation. We no longer consider ourselves simply a luxury resort. We have become an active, adventurous, experiential resort offering helicopter tours, Segway tours, kayaking tours, surf and stand up paddle lessons, golf, tennis and horseback riding along an amazing four and a half miles of beachfront property. We also offer farm tours, mountain biking trails, bike rentals, guided hiking tours and so much more, all on site within our 850 acres. Our mission is to give our guests the time of their lives here, a vacation to talk about with friends and family forever.