Editorial Board   Guest Author

Ms. Matheson Shedrick

Kimberley Matheson Shedrick

Senior Vice President, WTS International

Kim Matheson-Shedrick joined the WTS International (WTS) team over three years ago when WTS acquired Natural Resources Spa Consulting to create a global powerhouse for Leisure Consulting and Management.  WTS' focus is on Spa, Fitness, Wellness, Leisure, Aquatics, Tennis, Kids Clubs and all things Leisure within Hospitality, Residential and Commercial venues.  Each project receives customized development of concept, design, business model and management based on individual site, market characteristics and competitive landscape. 

As Senior Vice President, Ms. Matheson-Shedrick has global responsibilities to provide strategy, consulting, business development and luxury operations.  A partial list of clients that Ms. Matheson-Shedrick is currently leading include: St Regis and W Kanai, Four Seasons Montreal, Beach House Spa at Ocean Edge Resort, Spa at Trump, Spa by Ivanka Trump, Lake Nona, Pier 66, Echelon, Smart Living, India, Cachet, Bangkok, Bulgari Beijing and Dubai. 

Prior to joining WTS International, Ms. Matheson Shedrick owned Natural Resources Spa Consulting for over 15 years and enjoyed success with premier brands.  These comprise a remarkable client roster including seven (7) Four Seasons Spas, thirteen (13) Ritz-Carlton Spas,  two (2) Rosewood Spas, eight (8) Marriott Spas, two (2) Gaylord Palms Spas, four (4) Elizabeth Arden Red Door Spas, six (6) Casino Spas, eight (8) Membership Spas, four (4) Hospital Spas and many independents such as Fontainebleau, Lapis Spa.

As President and Owner of Natural Resources Spa Consulting, Inc. (NRi), Ms. Matheson-Shedrick's extraordinary expertise, high standards of excellence and meticulous care in every aspect of project design and development have become her trademark. A strong hands-on managerial background, as well as a profound understanding of the internal operations of spas, hotels and membership clubs, has enabled her to consistently exceed the expectations of her clients.   As President of NRi, Ms. Matheson-Shedrick reveled in developing distinctive spa experiences around the globe.


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

Ms. Matheson Shedrick can be contacted at 301-622-7800 x161 or kmatheson@wtsinternational.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.