Editorial Board   Guest Author

Ms. Azevedo

Paula J. Azevedo

Principal, dash design

Paula J. Azevedo, Principal of dash design's Miami office, hospitality believes design is a celebration of life and its many textures. “Our environments inspire us. The places I've lived, the people I've met, where I've traveled—all of that influences my design approach” she says. “It's a discovery process, and I carry those experiences forward, gaining new perspectives, understanding and relevant design ideas.” Ms. Azevedo brings over 20 years of interior and architectural design experience, an extensive, nuanced understanding of the hospitality business, and a passion for collaboration and cultivating young talent. “Our best design work happens when clients and the creative team collaborate, resulting in an end product that is on point and innovative,” Ms. Azevedo says. “It's all about strategic thinking and understanding the details.” Prior to working at dash design, Ms. Azevedo was Principal of her own collaborative design consulting firm at pja Create Studios. The firm flourished under her client service, original design and keen business commitment. There, she oversaw luxury hospitality hotels and spas, destination resorts and multifaceted commercial projects. As a Design Director at Gettys, Ms. Azevedo helped build the Miami office and establish its South Florida presence. As part of the senior leadership, she contributed to the growth and development of the design team. To projects throughout the United States, the Caribbean, and Latin America, Ms. Azevedo brought trademark rigor, practiced problem solving, and inspired, big-picture concepts. She oversaw such noteworthy design projects as the Ritz Carlton in Coconut Grove and Key Biscayne, Florida; Hard Rock Hotel & Resort in Punta Cana, DR and Cancun, Mexico, among others. Ms. Azevedo holds a Bachelors of Environmental Design from Texas A&M University, and is certified through the National Council for Independent Design Qualification (NCIDQ). She is a licensed interior designer with the State of Florida, as well as a professional member of the International Interior Design Association (IIDA). Ms. Azevedo understands green building design, and is a LEED® AP. She is a former adjunct professor at Miami Dade College.

Please visit www.dashdesign.net for more information.

Ms. Azevedo can be contacted at 305-809-6155 or pazevedo@dashdesign.net

Coming up in October 2019...

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.