Talent Disruption

Alexander Mirza is Founder and CEO of Mogul Hotels, a technology and branding company based in Los Angeles. He has over 25 years' experience, starting at Deloitte Consulting and Accenture where he was a Partner. As a management consultant, Alex advised CEOs, government leaders, and international organizations. He subsequently led corporate strategy at Starwood Hotels and held senior management roles overseeing corporate development and business units at Hilton, Ticketmaster, and Caesars. He is one of the few entrepreneurs to build a hotel company in China, cofounding Cachet Hotels, which scaled across Asia. Mirza was awarded the Sasakawa Peace Fellowship for doctoral studies in international economics at York University, holds an MBA from Harvard Business School where he received the McArthur Fellowship for Canadians, and has master's and bachelor's degrees from Queen's University at Kingston, where he was an Aga Khan Foundation Scholar. He has authored books and articles featured in the Library of Canada, Harvard Real Estate Review, Entrepreneur Magazine, Phocuswright, and the World Economic Forum.

"Alex Mirza's research provides compelling insights for what hospitality stakeholders must do to build human capital and achieve a higher purpose in these extraordinary times. Talent Disruption is not just recommended reading, it is required." - Geoff Ballotti, President and CEO, Wyndham Hotels & Resorts; and recipient of the Arne Sorenson Social Impact Leadership Award"As large language models automate away busy work, building human capital is a monumental issue facing the healthcare industry. Alex Mirza's book provides a marvelous pragmatic road map to meritocracy, innovation and pay for performance in any service industry. A must read!" - Jonathan Bush, CEO, Zus Health; and cofounder CEO, Athena Healthcare"My management colleagues and I understood thoroughly the first order differences in performance associated with variation across talent among property leaders, and the financial consequences of these differences. Likewise, we could measure the often tenfold difference in both productivity and service quality across talent among front line employees. The problem was what to do about it, at scale. In Mirza's path-breaking examination of how to create a data-driven marketplace for talent in the hospitality industry, he shows how to use emergent computational tools to build individualized profiles of talent at both ends of the hierarchy—from top management to front line—and allow the resultant transparency to lead to (1) better matching of talent to opportunity, and (2) stronger competition for improved performance among all stakeholders in the industry. One of the most encouraging results of this work is the opportunity for high performers, the Moguls, to receive the superior rewards that their talents richly deserve." - Gary Loveman, Chairman and CEO, Well; former Chairman and CEO, Caesars Entertainment; and part owner, Boston Celtics