VISTA REAL ESTATE EXPERTISE, INNOVATION, AND SUSTAINABLE VISION Also in this issue BUREAU OF STANDARDS JAMAICA • BELIZE CITY, BELIZE VOLUME 11, ISSUE 11 | NOV 2024
WWW.BUSINESSVIEWMAGAZINE.COM Email for all inquiries: info@businessviewmagazine.com 2422 Palm Ridge Road, Suite 820 Sanibel FL, 33957 239.220.5554 CONTACT US TITLE SPONSORS GREAT NEWS! Business View Publishing was named to the 2020 Inc. 5000 list of America’s Fastest-Growing Private Companies! Read the press release Editor in Chief Karen Surca Research Directors Mike Luchetta Andrew Alleyne Contributing Writers Dan Macharia Director of Production Jared Ali Director of Marketing Nora Saliken Director of Administration Michelle Siewah Digital Strategist Jon Bartlow Art Director Renée Yearwood Managing Director Alexander Wynne-Jones COO Matthew Mitchell Executive Publisher / CEO Marcus VandenBrink 1 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
EDITOR’S NOTES October is a fun month that brings with it not only the awe-inspiring colors of fall but also ‘frightfully’ good times later in the month with Halloween trickor-treaters and pumpkins galore. October also marks the halfway point of the final fiscal quarter of 2024, and with it, more bright prospects for the companies based in the beautiful Caribbean Islands. Business View captures the economic vitality of the captivating Caribbean region. For our October issue, we spoke to some leaders in their field. We took the business temperature by profiling several dynamic organizations based in the region, focusing on their business-savvy approach, forward-looking solutions, and efforts to capture continued growth. This month we had a chance to sit down with Unicomer Group Global, an award-winning provider of corporate housing and real estate services that has earned a reputation as an industry leader with its high-caliber services and real estate knowledge. It is as clear as the crystal waters surrounding the islands that continued growth is on the Caribbean horizon, as are the progressive initiatives of those we were fortunate to chat with. With sustainability in mind, best business practices up front, and a resilient economy at their fingertips, the undeniable draw of the Caribbean islands remains tangible. As with every issue, my hope as editor-in-chief is that our valued readers continue to learn something new with each issue we produce for you and that October provides everyone a ‘frightfully’ good time. Karen Surca Editor in Chief Dear Readers, 2 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
VOLUME 11, ISSUE 11 13 BUREAU OF STANDARDS JAMAICA Elevating Quality Across Industries 23 SHERATON MALL BARBADOS Building Barbados COVER VISTA REAL ESTATE 2 EDITOR’S NOTES 7 OPENING LINES BEST PRACTICES IN BUSINESS AND ECONOMIC DEVELOPMENT SHERATON MALL BARBADOS 23 3 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
35 JAMAICA PEGASUS HOTEL Where Heritage Meets Modern Hospitality 47 BELIZE CITY, BELIZE Coastal Transformation 57 VISTA REAL ESTATE Expertise, Innovation, and Sustainable Vision BEST PRACTICES IN HOSPITALITY THE STRENGTH, GROWTH AND RESILIENCE OF BELIZE The articles in this publication are for information purposes only. Business View Publishing assumes no liability or responsibility for any inaccurate, delayed, or incomplete information, nor for any actions taken in reliance thereon. The information contained about each individual or organization has been provided by such individual or organization without verification by us. The opinion expressed in each article is that of its author and does not necessarily reflect the opinion of Business View Publishing. VISTA REAL ESTATE 57 4 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
Business View Caribbean provides media coverage for organizations operating within select industries. Our publication satisfies the need for industry-specific information and intel on key businesses across the Caribbean! Get BVC delivered straight to your inbox. Get updates on the latest business news. 100% FREE to subscribe! We respect your privacy, now & always. Click below to sign up for a FREE SUBSCRIPTION to Business View Caribbean and get each new issue sent directly to your inbox! SUBSCRIBE STAY INFORMED WITH CORE BUSINESSES FROM THE CARIBBEAN
GHANA JOINS SURINAME-GUYANA CHAMBER OF COMMERCE LED INITIATIVE Source: https://www.caribbeantoday.com/, News, First Published October 10, 2024 A landmark bilateral business collaboration between the Suriname-Guyana Chamber of Commerce (SGCC) and other bilateral chambers between Guyana, Canada and the Dominican Republic (DR) continues to expand, with Ghana Chamber of Commerce Guyana (GCCG) officially joining the initiative. Opening Lines 7 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
8 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
Source: https://www.caribbeantoday.com/, News, First Published October 18, 2024 Suriname and Guyana have taken the first step towards achieving the joint exploitation of gas reserves off the coast of the two neighboring Caribbean Community (CARICOM) countries. SURINAME AND GUYANA MOVE TOWARD JOINT EXPLOITATION OF GAS RESERVES OPENING LINES 9 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
10 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
BUREAU OF STANDARDS JAMAICA ELEVATING QUALITY ACROSS INDUSTRIES best practices IN CONSTRUCTION SHERATON MALL BARBADOS BUILDING BARBADOS 11 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
12 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
DART TRANSIT COMPANY AGENDA AT A GLANCE LEAGUE OF MINNESOTA CITIES WHAT: O ne of the largest municipal associations in the country, representing about 855 cities, large and small throughout Minnesota WHERE: Minnesota, US WEBSITE: www.lmc.org DART TRANSIT COMPANY Standing out from the competition, Dart Transit Company rides the road to continued success BUREAU OF STANDARDS JAMAICA AT A GLANCE BUREAU OF STANDARDS JAMAICA (BSJ) WHAT: N ational agency responsible for standards development, testing, certification, and quality assurance WHERE: Kingston, Jamaica WEBSITE: www.bsj.org.jm ELEVATING QUALITY ACROSS INDUSTRIES 13 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
T The transport and logistics sector is competitive by nature. With so many companies vying for contracts, the ability to stand out from the competition comes down to putting the customer first. For Dart Transit Company, a family-owned freight logistics company, the road is smooth sailing as clients remain loyal and EXPERTLY TRANSFORMING LOCAL INDUSTRIES, FROM TOURISM TO EMERGING MARKETS, THROUGH INNOVATIVE STANDARDS, STRATEGIC PARTNERSHIPS, AND A CUSTOMER-FOCUSED APPROACH. The Bureau of Standards Jamaica (BSJ) is the national authority responsible for developing and up until recently, enforcing standards in various industries critical to the Jamaican 14 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
economy. Operating under the Ministry of Industry, Investment, and Commerce, BSJ’s mission centers around promoting quality, innovation, and compliance to ensure local safety and consumer protection and elevate Jamaican products and services to a globally competitive level. Dr. Velton Gooden, the Bureau’s Executive Director, describes the BSJ as “a facilitator of business.” “Our primary mandate is to help resource producers of goods and service providers be globally competitive,” he explains, speaking clearly about BSJ’s focus on driving trade and expanding export potential. For Dr. Gooden, BSJ is a critical partner for industries aiming to thrive in increasingly competitive global markets. Dr. Gooden first discusses Jamaica’s long standing mining sector in discussing the economic pillars that the Bureau’s work most directly supports. “Traditionally, we have been prominent in the mining industry—bauxite and other aggregates like limestone,” he notes, highlighting mining’s foundational role in Jamaica’s economy. However, while mining remains a significant force, he also identifies other industries as significant contributors. “Tourism is number one,” he asserts,“while agriculture and agro-processing follow closely,” he says, nodding to their growing influence in Jamaica’s economic landscape. With a focus on enhancing standards in these sectors, the BSJ helps ensure that Jamaican goods—whether mined, grown, or crafted—meet stringent quality requirements, making them more attractive in domestic and international markets. ENHANCING AGRIBUSINESS Agriculture in Jamaica is an essential support system for the island’s booming tourism industry and a significant driver of export potential. “Jamaica is known for many indigenous products and its cuisine,” Dr. Gooden says. Despite the country’s reputation for items like ginger, yams, and peppers, he admits, “We have under-supplied the market.” This gap, he explains, represents a substantial opportunity for the agribusiness sector to grow exports, especially if these products meet international standards for quality and safety. To bridge this gap, the BSJ leverages Jamaica’s National Quality Policy, a framework designed to help all producers, including those in agriculture, meet the standards required for global trade. Dr. Gooden explains, “The Bureau is responsible for three of the four pillars that underpin our national quality infrastructure.” The first pillar, he says, is “standards creation, development, and sales.” BSJ is deeply involved in developing national standards or adopting international ones, focusing particularly on areas where Jamaican products have the greatest export potential. The second pillar is metrology—a critical aspect 15 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11 BUREAU OF STANDARDS JAMAICA
CUTTING-EDGE LAB CAPABILITIES The BSJ has made significant strides in advancing its laboratory capabilities.“Our lab offers a range of testing and calibration services,” Dr. Gooden says, explaining that BSJ has brought four labs up to the ISO 17025 standard within the last two years. One of these labs has become a regional center of excellence, where other Caribbean nations rely on BSJ’s expertise in evaluating appliances like refrigerators, air conditioners, and wine chillers for energy efficiency claims. “We are able to test a wide range of food products, for industries that require accuracy in areas like mass, flow, and temperature, while the third area, conformity assessment, encompasses BSJ’s testing and certification services. “We have 20 labs, ten of which are accredited to the ISO 17025 standard,” Dr. Gooden points to the rigorous testing services BSJ offers. These labs conduct around 57,000 tests annually, evaluating products to ensure they meet global quality benchmarks. Certification services, provided through BSJ’s National Certification Body of Jamaica, further support producers by offering ISO certifications like ISO 9001 for quality management and ISO 22000 for food safety. 16 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
both in terms of chemistry and microbiology,” Dr. Gooden explains.The labs check for pathogens such as salmonella and E. coli— micro-organisms that can trigger foodborne illnesses if unchecked.This testing capacity is essential for protecting local consumers and assuring international buyers that Jamaican food exports meet global safety standards. The packaging lab also plays an essential role, particularly for exporters. Dr. Gooden elaborates that the lab can verify that packaging complies with international label requirements, examining details like nutritional information and “best before” dates. Efficiency is also a priority, and BSJ has significantly improved its turnaround times. “Our average turnaround was about 21 days,” Dr. Gooden acknowledges, but the agency has brought this down to 14 days through concerted efforts. The goal, he says, is to reach a nine-day average by early next year, a timeline that would “put us in line with the benchmark of other international labs” engaged in similar testing services. STRATEGIC PARTNERSHIPS Collaboration is vital to BSJ’s work, especially as the agency strives to help Jamaican businesses 17 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11 BUREAU OF STANDARDS JAMAICA
acts as an incubator for entrepreneurial activities,” Dr. Gooden notes, and BSJ’s partnership offers substantial benefits to smaller firms. Through a signed memorandum of understanding, BSJ provides JBDC clients with up to 25% discounts on services like testing, label assessment, and training, making it easier for emerging businesses to access the support they need to thrive. Academia is another critical partner in BSJ’s ecosystem. Recently, the agency entered into an MOU with the University of Technology, one of Jamaica’s premier universities, to support research and training opportunities. This collaboration enhances BSJ’s research capabilities and creates a pipeline for new talent and expertise. “It’s about creating a synergy,” Dr. Gooden explains, noting that this partnership will help BSJ stay at the forefront of industry trends while providing students with hands-on experience in standards and quality assurance. MODERNIZING RESOURCES AND EXPANDING STANDARDS reach international markets. Dr. Gooden explains that BSJ has partnerships with several key players within Jamaica and abroad. “Our lead agency for promoting Jamaican services and trade is JamPro,” he says, describing a joint initiative called Export Max. This program, he notes, is “designed to help smaller exporters meet export requirements,” and BSJ’s role is to provide these companies with the testing and certification they need to succeed in foreign markets. BSJ also collaborates with the Jamaica Business Development Corporation (JBDC), a government entity that nurtures small businesses. “JBDC often 18 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
As the BSJ grows its capabilities, it’s strategically upgrading its resources and standards to meet the demands of Jamaica’s evolving industries.“One of the biggest projects we’re working on is the acquisition of major equipment to improve our testing capacity,” Dr. Gooden explains. These acquisitions will meet current needs while future-proofing the lab’s operations with built-in redundancy.“We’re acquiring equipment that will allow us to offer some overlap in services, ensuring we can handle high demand without delay.” These enhancements are particularly crucial for emerging industries like cannabis and psilocybin. Testing in these sectors requires specialized instruments to detect heavy metals—cadmium, lead, mercury, and others—down to the parts-perbillion level, a precision that’s especially important for pharmaceutical-grade products. With new, highly sensitive equipment like the recently acquired ICPMS (Inductively Coupled Plasma Mass Spectrometry), BSJ can meet these exacting standards. In addition to equipment, Dr. Gooden acknowledges that BSJ’s facilities are overdue for an upgrade. “We’ve been around since 1969, and many of our buildings have been around just as long,” he says. July marked BSJ’s 55th anniversary, and plans are underway to complete significant building upgrades by the agency’s 60th milestone.These improvements will modernize the infrastructure and create an environment more suited to today’s technological needs, further supporting BSJ’s capacity to serve Jamaican industries with world-class standards. STANDARDS FOR TOURISM As tourism continues to flourish in Jamaica, the BSJ has actively aligned the industry with international standards. Tourism, the island’s largest economic driver, involves diverse stakeholders, from large resorts to small boutique hotels and local attractions. Recognizing this, the BSJ has prioritized engaging directly with the sector and meeting business owners and managers where they are across various locations on the island. “Last year, we focused on going out into the community, especially working with some of our smaller hoteliers,” Dr. Gooden explains. 19 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11 BUREAU OF STANDARDS JAMAICA
Maxine A. Fagan, the BSJ’s Communication and Customer Service Manager describes a major outreach event in Ocho Rios that brought together a range of tourism players, from independent operators to representatives from the Tourism Product Development Company (TPDCo).“The audience was a very diverse group of hoteliers, small and large players in the industry,” Fagan recalls. During this event, the BSJ introduced stakeholders to relevant standards and showcased its client services program, emphasizing practical tools that businesses could adopt to improve quality and safety. Fagan notes that the event’s success was reflected in follow-up actions: one of the participants joined BSJ’s National Quality Awards program, an initiative recognizing organizations that excel in implementing quality standards. A NEW IDENTITY Looking to the future, the BSJ is undergoing a significant transformation, aiming to reshape its public image and refine its role. One of the agency’s top priorities is to complete the separation of its regulatory functions from its standards and facilitation work, an effort that began with the creation of the National Compliance and Regulatory Authority (NCRA). “We want to rid ourselves of the image of being an inspector or monitor,” Dr. Gooden explains, acknowledging that while regulation remains essential, the BSJ’s primary mission is now to support growth and competitiveness in Jamaican industry. The NCRA Act, which was passed in June 2023, formalized this split, but the transition process is ongoing. This shift in focus has led to a refreshed marketing strategy emphasizing the BSJ’s role as a facilitator rather than an enforcer. One key initiative is the “Lab to Market” campaign, which showcases the BSJ’s services and encourages businesses to utilize its testing and certification programs. “We’re running prime-time ads on both TVJ and CVM,” Dr. Gooden shares, describing the agency’s efforts to reach a wider audience. Another initiative, “Quality Talks,” provides an educational platform for industry stakeholders to learn about best practices and standards. Through these campaigns, the BSJ is rebranding itself as a supportive institution dedicated to enhancing 20 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
21 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11 BUREAU OF STANDARDS JAMAICA
industry standards rather than a regulatory body to be wary of. As part of this transformation, the BSJ invests heavily in digitization and automation to streamline its processes and improve service delivery. “We want to project ourselves as an institution of excellence,” Dr. Gooden states, envisioning the BSJ as a leader in quality services across the Caribbean and beyond. This digital overhaul will allow the agency to operate more efficiently and enhance its accessibility, making it easier for Jamaican businesses to engage with BSJ’s services and become more competitive globally. Central to the BSJ’s renewed identity is a cultural framework embodied in the acronym “CARE”— Customer Focused, Accountability, Responsiveness, and Excellence. “We’re really projecting an image of excellence,” Dr. Gooden emphasizes. The CARE framework is the Bureau’s promise to its clients and partners, an internal code that shapes every interaction and decision. As the BSJ moves forward, this customer-focused approach will redefine the agency as a proactive force in Jamaica’s economic development, a partner businesses can trust to help them meet international standards and grow their market reach. PREFERRED VENDOR/PARTNER n Jamaica Pre-Mix www.jamagg.com Jamaica Aggregates Ltd (JAL), a joint venture between Jamaica Pre-Mix and Holcim, is Jamaica’s leading aggregates producer. We supply high-quality sand and stone locally and for export to the Caribbean and Florida. Our materials are FDOT (Florida Department of Transportation) approved, further attesting to the excellent quality of our products. 22 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
SHERATON MALL AT A GLANCE SHERATON MALL WHAT: L argest shopping mall in Barbados with a focus on local investment, sustainability, and community-driven growth WHERE: Christ Church, Barbados EMAIL: www.sheratonmall.com BUILDING B 23 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
HIGHLIGHTING THE POWER OF COMMUNITY INVESTMENT, SUSTAINABILITY, AND A VISIONARY APPROACH TO GROWTH. BARBADOS Sheraton Mall, Barbados’s largest commercial center, wasn’t always the thriving hub of retail and entertainment that it is today. Situated on the southern coast, it now boasts over 250,000 square feet of shopping, dining, and leisure space, drawing both local patrons and curious tourists. But as Scott Oran, Sheraton Mall’s managing director, explains, the journey to success was far from straightforward. “What’s the difference between a dreamer and a visionary?” Oran 24 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
asks, pausing for a moment. He quickly answers his question: “A dreamer thinks up different scenarios but doesn’t necessarily carry them through. A visionary understands a target market, develops a plan, and gets there.” Sheraton Mall, for the husband and wife team, Scott and Sharon Oran, is the culmination of vision, not just a dream. Originally constructed in 1989, Sheraton Mall was a bold experiment when the mall concept was foreign to Barbadians. “Nobody knew about a mall, no one thought about out-of-town shopping,” Oran reflects. The property was a former industrial site that once housed Intel, which shuttered its operations in the region as Silicon Valley outpaced the Caribbean in the tech boom of the 1980s. Oran’s father was part of a group that saw an opportunity in the abandoned space. “Within 18 months, we developed a project plan to convert it into about 35 stores over 90,000 square feet. For the first three years, Sheraton Mall struggled to gain momentum. With only 50% occupancy, Oran and his team were forced to get creative. “The plan was simple: if we couldn’t get the big stores to come in, we’d open our own businesses,” he says matterof-factly. The mall management team pivoted from leasing space to actively running retail ventures.This decision turned the tide, and by 1993, Sheraton Mall had achieved full occupancy. BUILDING FOR THE FUTURE: SUSTAINABILITY AND SMART DESIGN Sheraton Mall’s evolution hasn’t been solely about attracting more tenants.As Oran recounts, the mall’s architecture and operational footprint have been designed with practical constraints and forwardthinking sustainability. “The overall architecture is an interior mall concept,” he explains, noting that the design stems from the original structure’s limitations. “Because of the way the building was constructed, we were constrained in how we could expand.” With a layout that offered a natural fit for a controlled environment, Sheraton Mall was set up with roughly six to eight entrances, all under tight management control. “Essentially, when one door opens, the whole mall opens,” he says, highlighting the synergy between tenant needs and the central management team. However, expanding the mall wasn’t just about adding more space—it required considering the climate, environment, and the mall’s impact on both. Conscious of the long-term implications of maintaining a building in the Caribbean, Oran’s team has meticulously incorporated sustainable practices wherever possible.“The building we currently occupy is over 50 years old,” he points out. Despite its age, Scott and Sharon Oran 25 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11 SHERATON MALL
ongoing upgrades and maintenance have kept the structure in excellent condition. One major initiative has been renewable energy.“We have about 1.25 megawatts of solar power,” Oran reveals. The photovoltaic panels, which adorn the various rooftops created by years of expansions, are tied back into the electrical grid, helping to offset the mall’s energy consumption. “Given our geographic location, we’re very fortunate to have an abundance of sunlight,” he adds, noting that the payback period on their solar investment is typically less than four years—a clear incentive to continue expanding the mall’s renewable energy capacity. RESILIENCE THROUGH CRISIS: INVESTING IN RELATIONSHIPS When the world shut down during the COVID-19 pandemic, Sheraton Mall faced the same overwhelming challenges that upended economies across the globe. For Oran, the focus during that tumultuous time was not just about keeping the lights on—it was about sustaining the relationships that had taken years to build. “More than half of our stores have been with us for over a decade,” he explains. That longevity, he notes, isn’t by accident. “The relationships we build with our tenants are a priority.”That focus on partnerships shaped the mall’s response when the pandemic brought the world to a halt. Like many places, Barbados was hit hard—especially given its reliance on tourism. “We had a very visionary government, thank God, to help us and guide us through,” Oran acknowledges. “We didn’t wait for tenants to come to us,” Oran says, recalling the early days of the pandemic. “We immediately put protocols in place to reduce rent—not just defer it but reduce it.” This decision wasn’t just generous; it was strategic. For the first 18 months of the pandemic, the mall voluntarily cut its revenue in half, providing tenants an average 50% discount on rent. In cases where the government mandated complete shutdowns, tenants received a 100% reduction in rent for those periods. Despite the economic strain, the strategy worked. “Over that period, we lost only two tenants,” Oran notes. Even then, he clarified, those closures were due to personal reasons, not financial ones tied to the pandemic. For Oran, this was proof that the mall’s investment in its tenants—through supportive policies and strong relationships—had paid off. BEYOND RETAIL: COMMUNITY AND ECONOMIC RIPPLE EFFECTS While Sheraton Mall has become a cornerstone of 26 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
PLACE HOLDER FOR UNICOMER Gold Sponsor
Barbados’ retail sector, Oran clarifies that its impact extends beyond shopping. From the beginning, the mall’s leadership has operated with a sense of corporate responsibility that isn’t just about profit margins but about uplifting the community it serves. “Community is one of the core components of what we do,” he says. This awareness of social responsibility didn’t start with the pandemic, but COVID-19 certainly amplified it. During the height of the crisis, Sheraton Mall partnered with other businesses to create emergency funds for individuals left vulnerable by the sudden disappearance of tourism. “We collaborated with others to support those in need, especially families impacted by the loss of income,” Oran shares. Even today, those efforts continue. “We prepare food hampers weekly for indigent families, with lists provided by government agencies. It’s become a regular part of our operations.” Oran points out that this sense of duty isn’t just about charity—it’s about understanding how interconnected the local economy is. “We have 120 stores in the mall, employing nearly 700 people,” he explains. But those numbers don’t tell the whole story. Oran’s team conducted a survey a few years ago to evaluate the “trickle-down” effect of the mall’s operations.“When you factor in the suppliers, distributors, and the customers these businesses serve, the numbers become staggering,” he says. “A single business entity like Sheraton Mall can influence the economic benefits of society. It’s quite amazing.” EXPANDING HORIZONS: A NEW VISION FOR SUSTAINABLE DEVELOPMENT Sheraton Mall’s success has paved the way for an even larger and more ambitious project that blends retail with healthcare and sustainability. What began as a modest search for land has evolved 29 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11 SHERATON MALL
into a groundbreaking development representing a significant step forward for the Oran family and Barbados. “The project wasn’t something we initially planned,” Oran admits.“Back in 2010, we were just looking for an acre of land for our hardware store, Do It Best.” But amid that search, an opportunity presented itself. “We were told about eight acres that had been slated for a private hospital but were now available for sale.” The unexpected find led Oran and his team to reimagine their goals.“We recognized that some of the larger businesses in Barbados were interested in having big footprints in the area, so we decided to take the plunge.” After years of planning, they designed a bigbox development comprising seven buildings in conjunction with architects. The project’s design has been driven by the needs of the tenants, many of whom Oran’s team worked closely with from the outset.“We knew a lot about the tenant profiles we were catering to,” he explains,“so the buildings have been designed with their specific needs in mind.” A key differentiator for this development is its substantial healthcare component. Of the 270,000 square feet, nearly half—approximately 130,000 square feet—will be dedicated to healthcare facilities.“We’re starting with an urgent care center already under construction,” Oran explains, “and we expect to add a tertiary care facility, which will be the last two buildings, set to begin later this year.” With a completion date targeted for January 2026, the healthcare facilities will address a critical gap on the island. Sheraton Mall food court featuring international and local cuisines from over 15 restaurants 30 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
BUILDING THROUGH CHALLENGES: LABOR, SUPPLY CHAIN, AND TIMELY EXECUTION For any significant development project, labor and supply chain concerns loom large— particularly in a post-pandemic world. But as Oran explains, Sheraton Mall’s latest venture, W Plaza (wplazawelches.com), has managed to sidestep many challenges plaguing construction projects globally. Through local expertise, careful planning, and fortuitous timing, the project has remained on course despite the obstacles. “In terms of labor and technical resources, everything has been local,” he says confidently. With its $80 million price tag, W Plaza is a significant regional undertaking and a local triumph. “All of our consultants—engineers, architects, project managers—have been from local professional companies that do an amazing job.” And while the contractor is based in Barbados, the workforce has been drawn from across the Caribbean. “I can’t say they’re all Bajans,” Oran clarifies, “but certainly they’re from the region.” The movement of skilled labor between the islands has been essential in maintaining the momentum of the build. Supply chain issues, however, have been a constant concern throughout. “Coming out of COVID, the supply chain has been an ongoing concern. It’s gotten better, but it’s still there,” Oran notes. The project has had to deal with delays in sourcing key materials—particularly electrical components and structural steel—most of which had to be ordered from outside Barbados. Yet the team was proactive, securing long-lead items well in advance to avoid setbacks. Tony Yam, the owner of Luk Yeung’s, one of the establishments in the Sheraton Mall food court Some of the plants from recently held Treemendous Plant Fair 31 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11 SHERATON MALL
ROOTED IN LOCAL INVESTMENT: PRIORITIZING HOMEGROWN GROWTH Sheraton Mall’s success and the latest development project tied to it aren’t just stories of business acumen—they are also about how deeply rooted the facility is in the local community. For Oran, this community focus has been a guiding principle, shaping decisions far beyond the balance sheet. “There’s always a balance,” he says thoughtfully.“On one hand, you could go to a foreign entity and cut costs significantly. Conversely, you can rely on your local network, which will cost a bit more.”The choice is clear for him and the rest of the leadership team. “Our strategy has always been to use what’s available locally, as long as we can rely on it.” It’s a practice that speaks to a larger belief in the power of local investment. While some materials and expertise may inevitably need to be imported—mainly when the quality or availability within Barbados is limited—the preference is always to invest in the island’s people and businesses whenever possible. At the heart of Scott and Sharon Oran’s vision is a deep understanding of how interconnected the island’s economic well-being is with its social stability. By sourcing locally, providing opportunities for local businesses, and investing in the people who make up the island’s fabric, Sheraton Mall and its associated developments have become more than just commercial ventures—they are cornerstones of a sustainable future for Barbados, building resilience through thoughtful, community-centered growth. PREFERRED VENDOR/PARTNER n Unicomer www.websitename.com n Cooper Kauffman Consultancy Ltd. www.cooperkauffman.com Cooper Kauffman is a Quantity Surveying company based in Barbados but operates across the Caribbean. One of the largest and most experienced QS companies, we pride ourselves on delivering personalized service on our projects. Our senior Directors are Chartered Members of the RICS and we focus on developing and maintaining skilled technical staff. Our projects spread across various sectors such as luxury residential, hospitality, health, education, retail and industrial sectors. Some of the Sheraton Mall skylight installations over the years 32 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
JAMAICA PEGASUS HOTEL WHERE HERITAGE MEETS MODERN HOSPITALITY best practices IN HOSPITALITY 33 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
34 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
WHERE HERITA MEETS MODER HOSPITALITY JAMAICA PEGASUS HOTEL AT A GLANCE JAMAICA PEGASUS HOTEL WHAT: I conic luxury hotel and premier MICE destination in Kingston WHERE: K ingston, Jamaica WEBSITE: w ww.jamaicapegasus.com KINGSTON’S PREFERRED DESTINATION FOR DIGNITARIES AND DISCERNING TRAVELERS 35 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
AGE RN Opened in 1973 as a collaboration between the Jamaican government and British Airways, Jamaica Pegasus Hotel has long been a landmark in Kingston. Often called the “Protocol Hotel of Kingston,” it holds a reputation as the city’s go-to location for dignitaries, major events, and those seeking an elegant escape in the bustling capital. As Nicola Madden-Greig, Group Director of Marketing & Sales, describes it, “The Jamaica Pegasus is the grand dame of Kingston, a timeless beauty with a rich tradition of personalized service.” For over five 36 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
decades, this hotel has been the place to see and be seen—or sometimes, as Madden-Greig notes with a smile, the place *not* to be seen. Throughout its storied history, Jamaica Pegasus has welcomed an extraordinary roster of high-profile guests. “We’ve hosted kings, queens, presidents, and other dignitaries from around the world,” MaddenGreig explains.This prestige extends beyond Jamaica, earning Jamaica Pegasus numerous accolades and even certificates of appreciation from agencies like the U.S. Secret Service.“We’re known for our ability to execute high-stakes, high-profile events with ease,” she says. That reputation as a trusted venue has made it the first choice for international, regional, and local events, from state functions to corporate conventions. While steeped in tradition, the Jamaica Pegasus hasn’t shied away from innovation. The property combines its classic charm with modern updates to ensure guests can access the latest conveniences. “We’ve integrated high-speed wired and wireless internet access throughout all our rooms,” MaddenGreig notes, “and installed USB charging ports, I.P. phones, and cordless phones in suites.” The hotel even revamped its PBX system to meet international standards, making emergency dialing seamless with direct routing to local authorities. Madden-Greig adds, “We now offer free outgoing calls to the U.S., U.K., and Canada, so guests don’t have to worry about overseas tolls.” Recent renovations at the Jamaica Pegasus demonstrate the growing demand for outdoor spaces, a shift accelerated by the pandemic. Madden-Greig points to a recent $1 million investment in the hotel’s pool area, bar, and gardens.“People are craving more outdoor experiences, so we expanded around our Olympic-sized pool, added a Zen Garden for yoga and tai chi, and enhanced our jogging trail,” she says. With these additions, Jamaica Pegasus brings a resort-like atmosphere to the heart of Kingston, featuring lush landscaping that provides a tranquil escape from the city’s hustle and bustle. BLENDING TRADITION WITH DIGITAL INNOVATION Jamaica Pegasus Hotel may have a celebrated history, 37 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11 JAMAICA PEGASUS HOTEL
but it’s firmly rooted in the present when it comes to technology and guest engagement. Madden-Greig and her team have leaned into digital tools to meet modern demands without losing the personal touch that defines the hotel’s brand as the hospitality landscape shifts. According to Madden-Greig, the hotel has embraced a multi-channel approach to connect with its guests. “We engage with customers across several platforms, from WhatsApp to Instagram,” she explains.“People can reach us beyond the traditional phone call.”This strategy provides flexibility and keeps the brand accessible and responsive, whether guests are booking rooms or reaching out with questions. The goal is to make every interaction as seamless as possible, especially for those who prefer to handle logistics on their mobile devices. Booking at the Jamaica Pegasus goes beyond simply reserving a room. “We use a variety of technology solutions so guests can book their accommodation, pay for reservations, and sign agreements online,” Madden-Greig says. This efficiency has become critical in an age when time is a precious commodity. “We want to deliver service as quickly as guests need it,” she adds, noting that the hotel’s systems are designed to reduce waiting times and streamline the booking process from start to finish. Despite these technological advancements, MaddenGreig emphasizes that the Jamaica Pegasus hasn’t sacrificed personal service.“We don’t want guests to feel like they’re only talking to a machine,” she says. While digital tools simplify many processes, the hotel still ensures that guests can speak to real people when they need assistance. It’s a balancing act: technology for those who value speed and human interaction for those who crave a personal touch.This dual approach enhances efficiency while reinforcing Jamaica Pegasus’s reputation for thoughtful, guestcentric service. A CATALYST FOR JAMAICAN TOURISM AND ECONOMIC GROWTH As one of Kingston’s most prominent hotels, Jamaica Pegasus Hotel plays a pivotal role in Jamaica’s tourism ecosystem. With all staff positions filled by locals, the hotel group behind the hotel is focused on nurturing 38 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
talent and creating economic opportunities within the community.“Jamaica Pegasus is 100% Jamaicanstaffed,” says Madden-Greig. “We’ve been here for 51 years, and we view ourselves as more than just a business—we’re part of Jamaica’s tourism family.” The impact of the hotel extends beyond its walls. Madden-Greig and other senior management have long shaped national tourism policies through active roles in the Jamaica Hotel and Tourism Association (JHTA) and other influential bodies.“Our owner, Kevin Hendrickson, has served as a councilor and past chairman of the Kingston chapter,” she notes, adding that she herself has held multiple leadership roles within the JHTA. This active engagement ensures that Jamaica Pegasus is responsive to industry trends to shape the direction of Jamaican tourism and promote policies that benefit the nation as a whole. Tourism in Jamaica is a vital economic engine, and the Jamaica Pegasus team understands its influence on multiple sectors. “Tourism touches so many other industries,” Madden-Greig explains. “We’re major users of local agriculture, manufacturing, and 39 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11 JAMAICA PEGASUS HOTEL
Ben Federico Freight Consolidator, Inc. is a leading freight forwarding company, serving the logistics needs of clients across Miami, Central America, and the Caribbean since 1970. With a legacy of over five decades, the company is committed to delivering flexible, efficient, and timely logistics solutions tailored to client needs. Their services include air, ocean, and inland freight, along with warehousing and project-based logistics. These capabilities are designed to ensure the safe and timely delivery of cargo, whether for routine shipments or specialized projects. What sets Ben Federico apart is their unwavering focus on customer relationships. Their team provides transparent, honest communication and builds trust through years of reliable service. In an industry where precision and punctuality are crucial, Ben Federico consistently exceeds expectations, handling even the most complex shipments with ease and ensuring clients’ goods arrive safely and on schedule. Whether your business requires local or international freight forwarding, Ben Federico offers best-in-class services with a commitment to operational excellence. With extensive experience and a customerfirst approach, they are poised to continue being a trusted partner in global logistics for many years to come.
creative services, and we rely on Jamaican suppliers for everything from food to transportation.”Through this web of connections, the tourism dollar circulates throughout the economy, creating a ripple effect that benefits Jamaican workers and entrepreneurs far beyond the tourism industry. Over the past decade, Madden-Greig and her team have also focused on maximizing the impact of tourism dollars within Jamaica. This approach, known as “linkages,” retains more of the income generated by tourism within the country, fueling local business growth and expanding employment opportunities. “We want to ensure that tourism revenue permeates the Jamaican economy,” she says, “so that more Jamaicans benefit—whether through direct employment, entrepreneurship, or as suppliers to the industry.” These local linkages are visible in initiatives like the “Christmas in July” event, hosted annually at Jamaica Pegasus in partnership with the Ministry of Tourism. The event connects local entrepreneurs with potential buyers in the tourism sector, providing a platform for Jamaican artisans and small businesses to showcase their products. INVESTING IN LOCAL TALENT TO MEET WORKFORCE CHALLENGES As workforce shortages grip the global hospitality industry, Jamaica Pegasus Hotel’s hiring of locals has proven invaluable. Madden-Greig believes that investing in Jamaican talent has helped the hotel maintain a stable workforce and unlocked the broader potential of tourism as a transformative force in Caribbean societies. “Tourism can truly transform the communities we live in—not just by creating jobs, but by fostering entrepreneurship and generating long-term wealth,” she says. Opening doors at all levels ensures the industry provides opportunities that require minimal barriers to entry, from craft vending to high-skilled roles in I.T. and engineering. Madden-Greig’s advocacy is far-reaching. Having recently completed a three-year term as president of the Caribbean Hotel and Tourism Association, she pinpoints the need for strong collaboration 41 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11 JAMAICA PEGASUS HOTEL
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 PLACE HOLDER FOR TOTAL EQUIPMENT SUPPLIERS Bronze Sponsor 42 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
that, in the end, authenticity and quality will always have a place. EXPANDING MICE OFFERINGS AND GREEN INITIATIVES Looking ahead, Jamaica Pegasus Hotel has set its sights on expanding its footprint in the Meetings, Incentives, Conferences, and Exhibitions (MICE) market—a segment bouncing back after the pandemic’s disruptions. Recently recognized by the World MICE Awards, the hotel is capitalizing on this momentum.“We want to continue growing our MICE market,” says Madden-Greig. “After COVID, we saw a downturn in this area, but now there’s a definite uptick.” For the hotel, a renewed focus on MICE means ramping up marketing efforts, enhancing event facilities, and delivering an experience that makes the hotel an easy choice for conferences and large gatherings across the region. 43 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11 JAMAICA PEGASUS HOTEL
other fixtures to conserve resources,” she adds. Beyond its environmental efforts and MICE expansion, Jamaica Pegasus is introducing amenities designed to cater to the modern traveler’s needs for convenience and personalization. Madden-Greig highlights a new service that’s already proving popular with repeat guests. “For those who visit frequently, we offer a complimentary luggage hold,” she says. Upon return, guests can store their belongings, including having clothes laundered and ready in their rooms. It’s a slight touch but one that resonates with busy travelers juggling tight schedules. “We’re always thinking about ways to make travel easier, especially in a world that’s becoming more complex and demanding,” she concludes. PREFERRED VENDOR/PARTNER n Ben Federico Freight www.benfederico.com Ben Federico Freight Consolidator, Inc. has provided expert freight forwarding, warehousing, and logistics services for over 50 years. Specializing in air, ocean, and inland freight, they are renowned for their customer-first approach, delivering reliable, tailored solutions for businesses across Miami, Central America, and the Caribbean. n Total Equipment Suppliers www.totalequipmentsuppliers.com Jamaica Pegasus isn’t only chasing growth; sustainability is also a top priority. Madden-Greig outlines several ongoing green initiatives pegged into the hotel’s environmental goals. “We already have a towel and linen reuse program, recycle plastics, paper, glass, and cardboard,” she explains. Recycling bins are now standard in guest rooms and public areas, and the hotel has replaced all lighting with energy-efficient LED bulbs.“We’ve also installed water reduction valves, energy-saving toilets, and 44 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
the strength, growth & resilience OF BELIZE INTERNATIONAL CITY/COUNTY MANAGEMENT ASSOCIATION (ICMA) ONLINE ARTICLE BELIZE TOURISM INDUSTRY ASSOCIATION (BTIA) ONLINE ARTICLE INTERNATIONAL ECONOMIC DEVELOPMENT COUNCIL (IEDC) ONLINE ARTICLE THE BELIZE CHAMBER OF COMMERCE & INDUSTRY (BCCI) ONLINE ARTICLE 45 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
BELIZE CITY, BLZ COASTAL TRANSFORMATION VISTA REAL ESTATE EXPERTISE, INNOVATION, AND SUSTAINABLE VISION 46 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
DART TRANSIT COMPANY AGENDA AT A GLANCE LEAGUE OF MINNESOTA CITIES WHAT: O ne of the largest municipal associations in the country, representing about 855 cities, large and small throughout Minnesota WHERE: Minnesota, US WEBSITE: www.lmc.org DART TRANSIT COMPANY Standing out from the competition, Dart Transit Company rides the road to continued success BELIZE CITY, BLZ COASTAL TRAN AT A GLANCE BELIZE CITY WHAT: T he central commercial and cultural hub of Belize, known for its vibrant local markets and colonial architecture, and as a gateway to the country’s natural and marine attractions. WHERE: The largest city in Belize is located on the eastern coast of Central America. 47 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
T The transport and logistics sector is competitive by nature. With so many companies vying for contracts, the ability to stand out from the competition comes down to putting the customer first. For Dart Transit Company, a family-owned freight logistics company, the road is smooth sailing as clients remain loyal and NSFORMATION STANDING AT THE CROSSROADS OF TRADITION AND MODERNITY Settled on the Caribbean coast, Belize City is the largest city in Belize, serving as the country’s commercial heart and historical epicenter. With its deep colonial roots and strategic location, the city stands at the crossroads of tradition and modernity. Mayor Bernard Wagner, who has served three consecutive terms since 2018, guides its evolution.“Belize City carries a rich colonial legacy and has evolved into the financial and commercial hub of the country,” Mayor Wagner reflects. 48 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
RkJQdWJsaXNoZXIy MTI5MjAx