Editorial Board   Guest Author

Ms. Obstler

Nancy Obstler

General Manager, Embassy Suites by Hilton Charlotte Concord Golf Resort & Spa

Nancy Obstler serves as a hotel general manager for Alpharetta, Georgia-based Atrium Hospitality, which is ranked one of the nation's largest hotel owners and operators. Since 2015, she has been in her current role as general manager of the Embassy Suites by Hilton Charlotte Concord Golf Resort & Spa in Concord, North Carolina.

The 2018 TripAdvisor® Certificate of Excellence designated property is particularly special to Ms. Obstler, as she was part of the 2006 pre-opening and 2007 opening teams. She served as director of sales for many years at the 308-suite property, during which time the hotel received several performance-based honors. Under Ms. Obstler's direction, the hotel has been recognized with the Embassy Suites by Hilton Brand's Make a Difference Award more than once and with the Brand's Sales Team of the Year Award on multiple occasions. The area Chamber of Commerce has acknowledged the property with several awards for community service.

Early in her career, Ms. Obstler was a pastry chef but got a taste for operations, which she feels is her true calling. Before serving in general manager roles, she gained experience as director of food and beverage and director of sales for Southeast and Northeast hospitality assignments. Her impressive 28-year career also includes her role as general manager of the 275-room/suite Renaissance Charlotte Suites Hotel in North Carolina.

With a blended background in food and beverage, sales and operations, Ms. Obstler drives home a focus on exceptional guest service. She works to create a balanced workplace environment to provide for happy and healthy associates.

Please visit http://www.atriumhospitality.com for more information.

Ms. Obstler can be contacted at +1 704-455-8200 or nancy.obstler@atriumhospitality.com

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.