The Everglade Hotel had just completed a lengthy period of renovations to the public areas, including the lobby and the restaurant. Anticipation was high for a busy summer season and occupancy rate was forecast to be around 77%. When COVID-19 became a public health issue the Hotel had to shift gears quickly. With prior experience responding to SARS in a hotel in China, the GM looked to Douglas, Director of Rooms to be a key lead in the response, and Douglas needed to act swiftly. In a 24/7 business that had emergency and contingency planning for a range of disasters (flood, earthquake, tsunami, fire) Douglas quickly determined there was no emergency plan or contingency plan for a pandemic. Douglas was tasked with bringing the hotel leadership together to develop a joint emergency plan and contingency plan. Use this case to provide students with the opportunity to consider what to do immediately in a crisis, and how to create a contingency plan. The name of the hotel in this case is disguised.