Hyatt Regency Greenwich Appoints Sherry Hicks-Buckles as General Manager

USA, Old Greenwich, Connecticut. August 28, 2019

Hyatt Regency Greenwich is pleased to announce the appointment of Sherry Hicks-Buckles as General Manager. In this role, Hicks-Buckles will oversee all operations of the 373-room hotel in the quaint costal community of Old Greenwich, Connecticut.

Hicks-Buckles, who has a 22-year career with Hyatt Hotels, joins Hyatt Regency Greenwich from Hyatt Regency Atlanta, where she served as Director of Operations. She began her career as a catering administrative assistant in Charlotte, North Carolina and proceeded to handle key food and beverage leadership roles in convention, large business and resort hotels throughout the East Coast including Tampa, Fl., Washington, D.C., Chesapeake Bay, Md. and Boston, Ma.

"Throughout her career, Sherry has been an innovative leader who delivers results and brings our hotels to the next level," said Senior Vice President of Field Operations at Hyatt David Phillips, "She has a passion for caring that has provided new and meaningful experiences for our guests, and inspired our colleagues to be their best. We're very excited for Sherry to bring her talent and energy to our terrific team at Hyatt Regency Greenwich."

Hicks-Buckles brings to Hyatt Regency Greenwich a passion for assisting with professional development of others and community involvement. She was selected by Hyatt corporate as a calibrate mentor, where she oversees development of assistant leadership committee members with future advancement potential in leadership roles. Hicks-Buckles is an active member of the American Hotel Lodging Association and Georgia Women in Leadership. Her dedication to each hotel and community of which she has been a part, has been recognized through her two-time nomination as Hyatt Hotels' Food and Beverage Director of the Year and 2017 Hotel F&B Magazine "Top 50 Women to Watch."

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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.