Arlo Hotels Appoints Karan Kakar as General Manager of Nautilus by Arlo

USA, Miami, Florida. June 11, 2019

Arlo Hotels, an independent four-star lifestyle hotel brand, today announced the appointment of Karan Kakar as the general manager of Nautilus by Arlo, the brand's first expansion outside New York City. Kakar will be playing an integral role in re-imagining the historic South Beach hotel, bringing Miami's global urban perspective to the beach.

Kakar is a multifaceted hotelier who comes to Nautilus by Arlo with over 15 years of experience in managing diverse hotels including luxury, mid-large convention hotels, and resorts. In his past roles, Kakar has specialized in leading hotel renovations and brand conversions. Most recently, Kakar led the $47 million renovation of the Cadillac Hotel & Beach Club, Autograph Collection, which is Hersha Hospitality Trust's biggest asset and the largest renovation undertaken by the company to date. Shortly before that, he led a $20 million conversion of South Beach's Mondrian from Morgans Hotel Group to Menin Hospitality.

Throughout his career, Kakar has worked side by side with some of the hospitality industry's biggest leaders in South Florida and Puerto Rico, including HHM Hospitality, Marriott Autograph Collection, Starwood Hotels and Resorts Worldwide, Morgan's Hotel Group and more. A consistent passion point for Kakar is personally connecting with guests and locals alike to create an organically social and welcoming hospitality experience.

"Karan comes to us with a wealth of experience that will be critical to the introduction of the Arlo brand and culture to the Miami market," said Javier Egipciaco, senior vice president and managing director of Arlo Hotels. "In addition to an extensive knowledge of the South Beach hotel scene, he also has a charismatic energy that suits this hotel and our brand incredibly well."

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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.