Aimbridge Hospitality Expands Leadership Team With Appointment of Natalie White as Executive Vice President of Marketing

White Brings 20 Years of Marketing Experience to the Hotel Management Powerhouse

USA, Dallas, Texas. February 04, 2019

Aimbridge Hospitality, the nation's largest and highly recognized independent hotel investment and management firm, expands its executive team with the addition of Natalie White as Executive Vice President of Marketing.

White joins Aimbridge Hospitality with an impressive background in hospitality marketing. With more than 20 years of experience, White is an accomplished marketer with a proven record of leading successful and impactful campaigns for hospitality clients across all spectrums including boutique, luxury, independent and upscale brands.

Prior to joining Aimbridge Hospitality, White owned a marketing consulting firm where she gained an impressive client base. She worked in hotel operations before moving into the Marketing arena and previously held marketing positions at Wyndham Worldwide and Kimpton Hotels & Restaurants.

As Executive Vice President of Marketing, White will lead all marketing efforts for Aimbridge Hospitality, which currently has a portfolio of more than 800 hotels across the United States, Canada and the Caribbean. She will provide valuable strategy in her efforts to consistently increase revenue and elevate the Aimbridge brand.

"Natalie is a resilient leader backed by her innovative and insightful marketing experience," said Dave Johnson, Chairman and CEO of Aimbridge Hospitality. "She is a credible communicator with a demonstrated track record of accomplishments in marketing and passionate about driving revenue."


Natalie White
/ SLIDES

About Aimbridge Hospitality

Media Contact:

Tanner Culbertson
Senior Account Executive
MCA Group
T: 214-654-0402
E: tanner@mcaprgroup.com
W: http://www.hhmcaprgroup.com

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Revenue Management: Focus On Profit

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.