Camila Frederico Appointed Hotel Manager of The Westin St. Francis

USA, San Francisco, California. July 10, 2019

Camila Frederico has been named Hotel Manager of The Westin St. Francis where she will be responsible for assisting the area general manager with staffing, directing, and supervising this historic 1,195-room hotel on San Francisco's Union Square. In her new position, she will lead all operational departments including rooms, food & beverage, events, and engineering.

"We are thrilled to announce the appointment of our new Hotel Manager, Camila Frederico," says Jon Kimball, Area General Manager. "Her prolific career with Marriott International demonstrates her passion and extensive knowledge of the hospitality industry."

Frederico comes to The Westin St. Francis from W San Francisco where she served as Director of Operations. Prior to this role, she was at The Ritz-Carlton, Half Moon Bay, starting as Assistant Director of Food & Beverage and transitioning to Director of Rooms where she oversaw a $36 million renovation of the guestrooms and spa. Previously, she was at The Ritz-Carlton, Phoenix as Assistant Director of Meetings and Special Events.

Frederico graduated with a B.A. in Economics from the University Mackenzie in São Paulo, Brazil. She also holds an M.A. in Journalism from the University Casper-Libero in Sao Paulo, Brazil.

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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.