Carl deGersdorff
Director of Restaurants, J.W. Marriott

“We had about 100 people stranded at our hotel for five days, in addition to 60 more we housed from the Ritz-Carlton where my wife works as the GM. Fortunately, we were well stocked with food because of a banquet that had been scheduled for Tuesday, the day after Katrina hit.To stop the spread of disease, we set up Clorox bleach stations for people to put their hands in, and we used paper plates and plastic utensils. We had a satellite phone, but often there was no reception. Rumors were rampant—tales of patients being shot at nearby Charity Hospital, that kind of thing. I ended up sleeping for four nights on a mattress at an exit door—vigilant for looters and, hence, sleepless. The worst thing I will never forget is the constant threat of losing your life. The best is how our entire team came together in a calm, orderly fashion to take care of the guests.”

Ashish Verma
General Manager, Windsor Court Hotel

“Fortunately, we had hot water, generator power, and enough food to serve three meals a day to 600 guests as well as employees and their families for up to five days. We took ample measures to secure our hotel—blocking all entrances and arming security staff, including myself. Our guests were very complimentary of the smooth evacuation and how our team responded to the situation. My father, an Army general, taught me to remember three “Cs” in any leadership role under crisis: 1) (stay) calm; 2) (use) common sense; and 3) communicate. One particular experience stands out. The owner of one of the restaurants in the French Quarter was staying with us, and he offered us food from his restaurant’s freezers because it was going to spoil anyway. So, a handful of staff and I, armed to protect ourselves, drove there in a truck. The restaurant’s chef helped us load up the food and water in pitch darkness under torch lights. It was quite an adventure because much lawlessness had taken over, including widespread lootings and car jackings. The city was largely abandoned, and it was a very eerie feeling. On a positive note, I observed many acts of kindness as well, and we formed life long friendships.”

Patrick Detweiler
Director of F&B, Loews New Orleans Hotel

“We knew before the storm hit that we needed to make every effort to empty the hotel—but at the same time obtain enough food for five days in case we couldn’t. We called purveyors the Friday before the storm came and quadrupled our food orders. By the time we locked down our hotel on Sunday night, we had 80 guests and about 80 employees and their families. On Sunday night we precooked all perishable foods and placed barbeque grills on the second floor of our parking garage for cooking without power and gas. On Monday after the storm we were relieved because things didn’t look so bad outside, but by 7A.M. on Tuesday we learned of the weakened levy, and that’s when our GM decided to evacuate everyone by that afternoon. We served a hot breakfast that morning, cooked on sternos. There was only one safe evacuation route out of the city, and we drew that route on the back of paper plates. All the employees’ cars and trucks were ‘commandeered’ to take guests who were flying to the Baton Rouge Airport. I have a pick-up truck and took six people. We were all out by 1 that afternoon. As we were leaving, we could see the water coming down Poydras Street, and we absolutely knew we had made the right decision.”

Bruce Perone
Food & Beverage Director, Crowne Plaza Astor Hotel

“When the storm hit, we had 2,000 people who had to be cared for, including 90 elderly citizens in wheelchairs. About three days before the storm, we took in major food and water supplies and we began to make as much ice as we could, which we loaded into freezers. We also preboiled 3,000 gallons of water and kept it in sanitized containers. We were able to cook with gas in the kitchen, illuminated by flashlights. In anticipation of looting, we hired security guards to cover our building. By Wednesday, some of the guests were able to leave on their own, but by Friday we still had 900 people left. I’d say the arrival of the buses on Friday was my most unforgettable experience. We expected the 10 buses to arrive via police escort by 4P.M., and I think all 900 guests and employees were lined up on our balconies watching for them. When the buses rounded the corner of Bourbon Street, they were greeted with deafening cheers—an absolutely exhilarating moment.”

Pam Leigh is a frequent contributor to HOTEL F&B EXECUTIVE.