Maria Florencia Arenaza Appointed General Manager of Los Sueños Marriott Ocean & Golf Resort, Costa Rica

USA, Bethesda, Maryland. March 13, 2019

With 27 years of experience in the hotel industry, María Florencia Arenaza is the new General Manager of Los Sueños Marriott Ocean & Golf Resort. She began her career in his native Argentina in the hotel Caesar Park Buenos Aires where she played different roles. Later she continued her professional development as Sales Director of the Mexican group Posadas where she made several hotel openings, returned to Argentina in 2005 where she led the sales team of the Sheraton Salta hotel and three years later she participated in the opening of the Sheraton Mendoza, a leisure destination of the South American country.

In 2010, María Florencia returns to Mexico as Hotel Manager of the Westin Resort & Spa in Cancun, two years later she assumes her first position as General Manager at the Sheraton Colonial Golf & Spa Resort Uruguay and later takes the leadership of the Four Points of Montevideo. Her passion and dedication achieved outstanding results in the commitment of the associates of her properties, as well as in their financial returns.

María Florencia has a degree in Tourism and Hospitality from the Technological University of Mendoza, she also has technical training in hospitality and gastronomy from the Ateneo de Estudios Teciarios of Argentina and a Global Executive MBA from EAE Business School, Madrid. She speaks fluent English and Portuguese, and in her free time enjoys yoga and meditation, loves to travel and spend time with her nephews and her faithful cat Violeta.

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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.