End-to-End Guest Experience at ResortPass

The Challenge

As ResortPass scaled, the guest experience was increasingly inconsistent. Guests loved the idea of a luxury “daycation,” but the on-property reality often fell short of expectations. The brand promised premium hospitality, yet hotels had no clear standards or resources to deliver it.

Without shared definitions or ownership of “great experience,” fragmented touch-points across booking, check-in, and refunds led to confusion, unmet expectations, and operational inefficiencies.

Deliverables

Discovery, strategy, NPS, process and resourcing, product management, digital product design, and on-site collateral design

KPIs

+Increase in average review scores and top-two-box distribution

–Decrease in guest support tickets related to check-in, expectations, and refunds

–Decrease in guest support ticket response time

+Increase in partner satisfaction and adoption of new standards

+Cross-functional engagement with guest experience metrics as shared KPIs

Team

Sarah Argus, Special Projects Lead: Guest Experience
Yaz Vieth, Director of Brand & Integrated Marketing
Amanda Fontenot, Director of Account Management
Rebecca Schnoor, Director of Customer Support

  • Through quantitative and qualitative data, I uncovered the underlying issues:

    • Expectation gap: Guests relied on imagery and descriptions that didn’t reflect the real on-property experience.

    • Partner blind spots: Hotels lacked guidance, tools, or feedback loops to understand performance and improve.

    • Reactive systems: Problems surfaced only after a stay, through reviews or refund requests.

    • Lagging feedback: NPS and reviews came too late to prevent poor experiences.

    I introduced new NPS collection systems, conducted review audits, and synthesized insights across CX, Product, and Ops to identify where the experience was breaking and why.

  • “How do we define, deliver, and measure a premium hospitality experience at scale?”

    Key steps included:

    • Establishing Experience Principles to define what “great” means for guests and partners.

    • Building alignment across Product, Ops, CX, and Brand to own guest experience collectively.

    • Creating rituals and reviews that surfaced experience data in leadership meetings, turning lagging feedback into proactive insight.

    • Prioritizing foundational fixes—expectation-setting and on-site consistency—before introducing new features.

    This approach shifted ResortPass from reactive troubleshooting to proactive, system-level problem solving.

  • The transformation combined product, operational, and brand interventions into a cohesive experience system:

    • Experience Principles + North Star: Established a unified framework for decision-making and evaluation.

    • Guest Communication Improvements: Refined day-of and pre-arrival flows to set expectations and reduce confusion.

    • Hotel Enablement: Created the Day Guest Playbook and integrated it into partner onboarding, outlining hosting standards, signage templates, and operational best practices.

    • Visual Standards + Required Photography: Ensured listings accurately represented the on-site experience.

    • Refund + Help Flow Improvements: Introduced productized refund tools and a same-day prioritization model to resolve guest issues faster.

    Outcomes:

    • Improved NPS, CSAT, and average review scores

    • Reduction in refund-related and on-site support tickets

    • Increased partner confidence and adoption of new standards

    • Established guest experience as a shared company KPI with ongoing review rituals

    Next iteration: The next evolution would be integrating professional hotel photography into the partner offering—closing the expectation gap even further and driving higher conversion through consistency and trust.