between the public and private sectors. “We work in partnership with government agencies, private entities, and through our hotel association to keep pushing forward,” she explains. For her, the tourism sector’s potential isn’t just about the hotel lobby—it’s about building an ecosystem where locals can thrive in diverse roles, each vital to the industry’s success. COMPETING THROUGH SERVICE AND INNOVATION As an independent hotel competing against major multinational brands, Jamaica Pegasus has long understood the value of standing out. Madden-Greig is pragmatic about the challenges of operating in such a competitive environment.“We’ve always had to compete with big, well-resourced international brands,” she says. “But it’s simple—you have to deliver the service your customers want and make sure you’re meeting their expectations.” For her, this means understanding the unique preferences of the hotel’s guests and continually refining its offerings to meet evolving standards. At the heart of this strategy is personalized service. “Whether you’re up against a local hotel or a global brand, you need to know your customer and provide professional, attentive service,” she explains. But that’s just the beginning. Madden-Greig emphasizes the importance of innovation, noting that successful hotels must constantly improve and adapt.“Once you keep your standards high and continue to innovate, your customer will come back,” she says. For Jamaica Pegasus, this means crafting experiences tailored to different types of guests, ensuring that each visitor feels like they’re in a place that resonates with them personally. In Madden-Greig’s view, every hotel has the potential to become someone’s “home away from home.” The key is cultivating that sense of belonging through high standards and thoughtful innovation.“Everyone has a special place where they feel their personality aligns with the vibe,” she reflects. By building on its unique character and staying attuned to guest expectations, Jamaica Pegasus has managed to carve out a loyal following in a crowded market—proving 8 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
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