The Hardy Group Announces Nathan Hall as New Director of Operations
June 10, 2024
The Hardy Group is delighted to announce the appointment of Nathan Hall as the new Director of Operations, succeeding Rocky Marzzarella, who has been a cornerstone of the company’s success over the past decade.
Nathan, a seasoned veteran is excited to promote the company’s values, enhance efficiency, and client satisfaction. Rocky will continue as Executive Managing Director and support Nathan during the transition. The Hardy Group is confident in Nathan’s ability to continue the legacy of excellence and bring fresh insights.
Rocky Marzzarella
Q: What were your primary responsibilities and duties associated with the DOO position?
A: The Director of Operations role has evolved significantly over the past decade. Primarily, the DOO is responsible for quality control of all services provided, the performance of all operations personnel, and delivering clear and accurate updates, along with sound advice and recommendations, to the Advisory Committee. Additionally, ensuring client satisfaction is a key responsibility.
Q: What aspects of the director of operations role did you find most fulfilling or rewarding?
A: The most fulfilling aspects of the Director of Operations role were getting to know and interact with each member of The Hardy Group’s operational team, assisting them with problems that arose during projects, and meeting and learning about our clients to ensure we met their needs.
Q: In your opinion, what were the key strengths required to excel in the director of operations position?
A: Excelling in the Director of Operations position requires a balance of proactive and reactive abilities. Proactively, it’s essential to plan projects meticulously, organize teams effectively, and ensure the successful delivery of the finished project. Reactively, one must adeptly handle challenges and unexpected “opportunities” that arise during project execution. Additionally, maintaining a positive attitude and providing support to the teams is crucial. Moreover, being realistic when setting expectations with both clients and the Advisory Committee is vital for fostering trust and ensuring alignment throughout the project lifecycle.
Q: Can you share any specific achievements or milestones that you accomplished as director of operations that you’re particularly proud of?
A: As Director of Operations, I’m particularly proud of several achievements and milestones. Firstly, overseeing the consistent growth of The Hardy Group in size, accompanied by an explosion in the volume of our work and the complexity of our assigned projects. Secondly, developing our Learning and Training Systems into industry-leading standards. Lastly, maintaining long-term relationships with many clients, evidenced by their continued trust and repeat business year after year. This sustained client loyalty speaks volumes about their satisfaction with our work and their respect for us as professionals.
Q: What strategies did you implement to streamline operations and improve efficiency in your role as director of operations?
A: I emphasize that these efforts were a collective team endeavor! We implemented several strategies to streamline operations and boost efficiency. Firstly, emphasizing teamwork was pivotal. Secondly, we developed and fine-tuned Key Performance Indicators (KPIs), leading to improved Project Management performance. Lastly, to address oversight challenges, we introduced the Managing Director/Project Executive level positions for our most experienced senior SPDs, spreading the responsibility for monitoring team performance.
Q: What were some of the most significant challenges you faced in the director of operations role, and how did you address them?
A: Significant challenges included, sourcing the right team members for our high-quality development services, ensuring ongoing training and improvement for all staff, and finding the right PDS Manager. We addressed these challenges through rigorous recruitment, continuous training initiatives, and careful selection processes to fill key positions like the PDS Manager role.
Q: What advice would you give to your successor to excel in the director of operations role?
A: To excel as the DOO, my advice to my successor would be to avoid micromanagement and trust in the capabilities of our staff. Encourage autonomy and focus on fostering effective collaboration within project teams. Attend key owner meetings to maintain a positive image of our staff and establish clear leadership within projects. Regularly conduct KPI reviews to assess performance, teach important principles, and adapt to evolving needs.
Q: How do you intend to support the incoming director of operations during the transition period?
A: During the transition period, I aim to offer full support to the incoming Director of Operations, drawing from the invaluable support I received from the entire Hardy Group, including John Hardy and Tom Gaffney, our previous Director of Operations. Just as Tom was there for me whenever I needed advice, I intend to be a reliable sounding board for our new DOO. Additionally, I plan to collaborate closely with the Onsite team members, such as PMs and SPMs, to mitigate the challenges faced by those joining projects midstream. Sharing my experiences and offering guidance to team members seeking assistance will be a priority. Ultimately, I am committed to going wherever there is a need, ensuring a smooth and successful transition for our new Director of Operations.
Read more about Rocky, here.
Nathan Hall
Q: What motivated you to pursue the director of operations role in our organization?
A: I know our mantra to ‘Be Nice, Be Honest, and Be the Best in the Business’ is not just a slogan but a value we live by every day. I am eager to promote that culture and carry on that legacy as Director of Operations!
Q: Can you discuss your previous experiences and how it has prepared you for this position?
A: I have held nearly every role within the organization, from On-Site Project Manager to Estimator, to Senior Project Director; I have a unique understanding and appreciation for the responsibilities each role entails. I have experience leading large teams to the completion of complex projects and program work over the past decade.
Q: What do you see as the primary responsibilities and priorities of the director of operations within our organization?
A: I will prioritize the support and education of personnel by improving training processes and procedures, while implementing strategies that enhance operational efficiency and effectiveness.
Q: How do you plan to approach the transition into this role and familiarize yourself with our organization’s operations and culture?
A: Having spent my entire career with the Hardy Group, I’m familiar with the culture, but I know the new role will demand significant effort. I plan to work closely with my predecessor and other executives to deepen my understanding of the business beyond project management.
Q: What strategies do you envision implementing to enhance operational efficiency and effectiveness in your new role?
A: I plan to use Hardy’s “road map” within CAP i/x, a unique methodology that HARDY has developed over decades, to create a more interactive and systematic training approach. By leveraging our tools and templates, we’ll build a learning platform supported by real-world examples to elevate the efficiency and effectiveness of all Hardy Group employees.
Q: What is your leadership style, and how do you intend to leverage it to lead our operations team effectively?
A: While I will uphold Hardy’s legacy of kindness and honesty, my leadership style is “tough but fair.” I believe in motivating through recognition and plan to implement systematic training methodologies for promotions, enhancing motivation and operational effectiveness.
Q: What metrics or key performance indicators do you believe are essential for measuring success in the director of operations position, and how do you plan to track them?
A:While staying under budget and on schedule are important, they mean little if the client is unsatisfied. Therefore, I will prioritize client satisfaction and continue using the quarterly KPIs developed by my predecessor to identify areas for improvement.
Q: Can you discuss any specific goals or initiatives you hope to accomplish?
A: My goal is to become part of the Hardy legacy by driving the organization’s growth and establishing the Hardy Group as the premier PM organization in the hospitality industry. In 20+ years, I hope to look back and proudly say, “I contributed to that!”
Q: What insights or lessons do you hope to glean from the experiences and tenure of the previous Director of Operations (Rocky), and how do you plan to integrate those learnings into your approach to leading our operations team?
A: I’ve been fortunate to work under Rocky since the first time I set foot on a project back in 2005, and over the years , he has become my mentor. I’ve spent as much time with him as I can listening, observing, and absorbing the decades of knowledge and experience he has to offer. I aim to not only better understand the overall structure of the organization and project profitability, but also how Rocky handles certain situations with our personnel and clients. I intend to use these insights to develop my own operational strategies.
Read more about Nate, here.
More Highlights
June 2024 Behind the Scenes: Unveiling Our Team's Passions
John Hardy Defining Hospitality Podcast with Dan Ryan
May 2024 Behind the Scenes: Unveiling Our Team's Passions
April 2024 Behind the Scenes: Unveiling Our Team's Passions
Preparing for Nature's Fury and How to Recover
