Lizzie Raudenbush Appointed Director of Sales & Marketing at Denver’s the Curtis – a DoubleTree by Hilton

USA, Denver, Colorado. January 29, 2019

The Curtis - a DoubleTree by Hilton is excited to share that Lizzie Raudenbush is now serving as the “Ringleader” or Director of Sales & Marketing at Denver's only hotel dedicated to pop culture, where all guests are encouraged to “Stay Happy.”

Raudenbush most recently served as the Director of Sales & Marketing at the Kimpton Shorebreak Resort in Huntington Beach, California, where she oversaw a multi-million dollar renovation that included a complete restaurant rebranding.

She started her career in hospitality sales at the Kimpton Hotel Palomar in San Diego, where she rose from the position of Business Development Manager to Associate Director of Sales, handling a variety of markets along the way. She also previously worked as the Production Manager at San Diego Magazine.

Raudenbush was elected to the Huntington Beach Downtown Business Improvement District Board of Directors in 2016 and served as its' Marketing Committee Chair overseeing a complete website redesign.

“Lizzie comes to Denver with a great passion for leadership, sales and the unique Curtis brand,” said General Manager & “Rebel Leader” Ed Blair. “Her energy, heart and soul fit in with our culture beautifully and we are excited to have her joining our Curtis family.”

Managed by Denver's Sage Hospitality - one of the nation's top hotel investment and management companies - the Curtis was named one the “6 Best Hotels in Downtown Denver” for 2018 by FODOR's.

The Curtis offers 336 modern guest rooms featuring custom art, sleek furniture and a Hilton Sweet Dreams Bed. Each of the hotel's guest room floors offers a spacious “hyper themed” suite, including the new Marvel suite on the “Superhero” floor, a Jimmy Buffett Suite on the “Mad About Music” floor and the Ghostbusters Suite on the 13th floor - the “Dun, Dun, Dunnnnn” floor.

The Curtis features more than 28,000 total square feet of playful urban event space, all named after favorite childhood games - including the Marco Polo Ballroom, Peek-a-Boo Ballroom and Four Square Ballroom, a 7,000 square feet indoor/outdoor space that boasts a large retractable nano glass wall and a sizeable outdoor patio complete with a private bar and a fireplace. A member of Hilton HHonors guest rewards program, the Curtis also features a large Fitness Center, the Oceanaire Seafood Room and The Corner Office Restaurant + Martini Bar, a Sage Restaurant Group concept.

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Revenue Management is still a relatively new profession within hotel operations and as such, it continues to evolve. One significant trend in this area is a shift away from using revenue as the foundation to generate key performance indicators (KPIs) and to instead place the emphasis on profit. Traditionally, revenue managers have relied on total revenue per available room (TrevPAR) and revenue per available room (RevPAR) as the basis of their KPIs. Now, some revenue managers are using gross operating profit per available room (GOPPAR) as their primary KPI. This puts profit at the center of revenue management strategy, and managers are increasingly searching for new ways to increase the profitability of their hotels. Return on Investment is the objective of any hotel investment, so it is only logical that profitability and ROI will be emphasized going forward. Another trend is an expanded focus on direct hotel bookings. Revenue managers know that one way to increase profitability is to steer guests away from online travel agencies (OTAs) and book directly with the hotel. This tactic also reinforces brand identity and loyalty, and encourages repeat business. In addition, it provides a valuable platform to market the hotel directly to the customer, and to upsell room upgrades or other services to them. Another trend for revenue managers involves automation in their software programs. Revenue management systems with automation are far more desirable than those without it. Automating data entry and logistics increases efficiency, allowing managers to spend more time on formulating strategy. As a bonus, an automated system helps with aggregating and interpreting data. The October issue of the Hotel Business Review will address these developments and document how some leading hotels are executing their revenue management strategies.