Hotel Management is proud to celebrate the achievements of the 2024 class of Forty Over 40. We honor their wealth of experience, unmatched dedication, and unwavering commitment to elevating the standards of service and guest experience. These individuals embody the epitome of leadership, vision and resilience, serving as inspirations to the next generation of hoteliers and shaping the future of the hospitality industry.
Carlene Alpert
VP, Marketing and Communications
Dimension Hospitality
Carlene gives her best to mentor the next generation of marketers and truly values her role in developing an impactful team of great associates, said Dimension’s Tiffany Cahill, who nominated Alpert. A challenge she faced this year was dealing with turnover of her first and talented recruit. Having to be supportive of that associate's own path, she needed to realign responsibilities and continue the pursuit of building a strong team to help Dimension’s hotels reach their goals.
Omar Bouchaar
GM, Executive Hospitality Consultant
Wyndham Garden Brooklyn
In my opinion, the biggest concern or threat to the success of the global hotel industry are the following challenges: The sharing economy, continuously changing consumer demands, shortage of experienced personnel, consumer perception of risk, uncertainty in international travel, guest-focused technology, and new regulations, to name a few.
Carlos Bueno
Managing Director
The Newbury Boston
In the next 10 to 20 years, I envision a continued trajectory of growth and development in my career. I have been incredibly fortunate to have been mentored by inspirational leaders who have played a pivotal role in shaping my path. One such mentor is Highgate Principal Mahmood Khimji who, in 2016, offered me my first role as a GM, showing immense faith in my abilities. This opportunity marked a significant milestone in my career, setting the stage for further growth and accomplishments.
Lovell Casiero
SVP of Commercial Strategies
PM Hotel Group
Beyond her responsibilities, Lovell has established herself as a published author, speaker and executive coach. Her career in the hotel industry has been distinguished by various honors and recognitions, including being named Director of Sales of the Year, said PM’s Fran Owen. Lovell's achievements extend beyond her professional expertise; she is deeply committed to philanthropy. She has led efforts in multiple fundraising campaigns to support mission work, including purchasing medical equipment for a hospital in Jamaica.
Charles Cushman
CEO
Heron Hospitality
Once you meet Charles, you will quickly realize that he was gifted with the spirit of hospitality at birth, said Heron's Gary Curry. His knack of serving the public has afforded him an excellent reputation in our community. Charles pursued his long-term goals of creating his own business that would not require him to hit start timer on every phone call. His welcoming personality and high intellect made him the natural choice to lead our company.
Catherine Diem
Director of Sales, Financial and Insurance
Hilton
The challenge is filling the knowledge gap to quickly and efficiently provide solutions that work for customers and hotels, who need information quickly. I enjoy being able to provide context, data, industry knowledge, and history to help develop new partnerships and help both sides make smart choices that lead to impactful meetings and events. We need to remember that hospitality will always be an industry of people serving people.
Jeremy Fraize
Assistant GM, Topnotch Resort
Spire Hospitality
The U.S. labor market is dire. It also doesn’t help that the work ethic of many people I see in the workforce now has also become a concern. We find ourselves at a crossroads of paying much higher rates for far less motivated workers. If I could wave a magic wand, I would create a work-to-citizenship program for immigrants and federally subsidize the businesses providing housing.
Richard Garcia
SVP of Beverage & Food, Head of Operations for Caribbean and Latin America
Remington Hospitality
Functioning as a crucial link between our branded hotels, I drive creative development for our luxury and independent division, serving as the liaison for innovative concepts. This includes the core menu programs, implemented in over 70 percent of our hotels, and beverage programs mandated at 100 percent that fall under my strategic guidance. I am accountable for a diverse range of outlets, banquet and catering services, as well as retail grab-and-go and coffee shops.
Karen Gilbride
VP of Global Marketing, avid hotels, Atwell Suites & Garner Hotels
IHG Hotels & Resorts
2023 was an extremely rewarding and challenging year as we developed and launched the Garner hotels brand on an ambitious timeline; we announced the brand was on sale in September and opened the first hotel in December. This milestone took leveraging our agile project management discipline, gathering the right talented team members to deliver across many complex and connected workstreams, and ensuring the team stayed motivated an engaged in the common goal.
Shauna Gingras
VP of Portfolio Technology
Crescent Hotels & Resorts
Technology has grown by leaps and bounds in the last 10 years and is a major part of bridging the age gap by allowing travelers of all ages to enjoy traveling again. Technology allows travelers to enjoy ease of use, constant connectivity to family and friends back home, and to feel safe again and knowing that someone is there. That's what we strive for and deliver to all our guests of any age, at all our Crescent Hotel & Resorts managed brands and owned properties.
Greg Giordano
VP, Brand Operations
Wyndham
Hospitality and hotels was suggested to me by a high school teacher, so I started as a lifeguard with Marriott and came up in management through the housekeeping department. Then I spent most of the next two decades with Cendant/Wyndham, growing from a franchise support manager to a regional field support role to brand operations, ultimately leading several of the Wyndham brands. I often refer to my teacher for my start and guidance and am still amazed that she had me pegged as a "hotel guy" at age 15.
Bob Hartman
GM, Residence Inn Amelia Island
Marriott International
The bounce back from the pandemic was challenging but became an opportunity to focus internally on how to better serve the guests. The staff has been amazing as we put an emphasis on our journey culture to implement memorable moments for our guests while focusing on our peers to help each other achieve great success. Since then, we are in the top 10.1 percent of guest satisfaction for our brand, nearing the Golden Award for Residence Inn by Marriott.
Neha Jadhav
CFO, Co-Founder
Luminous Hotel Management
Neha was one of two women selected for Wyndham's inaugural Women Own the Room program. She has also been selected to be on women's panels to help other women on the path to hotel ownership. She looks to continue adding properties to her portfolio, according to Luminous’ Treasa Esposito. But one of her most pressing goals to achieve is starting the philanthropic arm of Luminous Hotel Management.
Nancy Johns
SVP, Integrated Marketing & Digital Solutions
Crescent Hotels & Resorts
With over two decades of experience, I take pride in serving as both a mentor and a respected leader within my division at Crescent Hotels & Resorts. My responsibilities include critically evaluating and responding to rapidly evolving environments by crafting marketing strategies that seamlessly align with the management company's goals. As a member of HSMAI's Marketing Advisory Board, I collaborate with industry professionals to monitor the hotel marketing landscape and explore how HSMAI can inspire marketers in today’s dynamic world.
Adam Keeshan
Managing Partner, Food & Beverage
Ithaka Hospitality Partners
My goal is simple: to work closely with my other partners to create as many opportunities as possible for our team members and our future team members—not just for them, but for their families as well. We get to do that by working together to partner with potential owners and developers to work on projects we actively believe in and help tell their story.
Amy King
VP, Luxury, Mixed-Use & Corporate Development
Hilton Worldwide
Amy is resilient with working through negotiations for Hilton's luxury brands, said Hilton’s Shelbie Lock. In a time where development has been difficult and financing is slim, Amy does an amazing job of negotiating contracts where owners benefit and are able to obtain financing, as well as weeding out projects that may not assist our future brand growth.
Andrew Kucko
VP of Revenue Management, Independent & Lifestyle Division
Remington Hospitality
The extent to which technology will guide or even dictate industry practices is a major unknown. Currently, AI serves more as a novelty for managing day-to-day tasks and generating reports, but the future of major aspects like the booking process remains unclear. The emergence of AI concierge services in hotels is already evident, raising questions about their evolving influence on the guest experience. In my opinion, it is crucial to embrace this technological shift.
Jason LaBarge
Senior Vice President
Raines Co.
Jason started his career as a bellman at Omni Hotels in 1999 and worked his way to assistant general manager, general manager, regional director of operations, VP of operations and currently SVP, said Raines’ Mark Alvarez. He chose this career because of the ability to connect with and help people from all over the world and found that he was able to mentor others while they grew in their careers. Jason has always wanted to recognize others and has ensured credit was given to those that deserved it.
Daniel Lam
Area GM
Economos Properties
The pandemic's enduring impact has continued to stress the industry, notably in workforce dynamics. Daniel faced significant labor challenges. The pandemic led to a reshuffling of the labor market, with many workers relocating or changing industries. This shift resulted in a scarcity of experienced staff, compelling Daniel to innovate in recruitment, retention and training. He spearheaded initiatives to attract talent and improve employee satisfaction and engagement, recognizing that a motivated and skilled workforce is essential for exceptional guest service and operational efficiency.
Christophe Le Chatton
GM, Area VP, The Ballantyne
Northwood Hospitality
Working in the hotel industry has given me and my family the opportunity to travel the world, to meet some of the most influential people and to experience so many diverse cultures. Today’s older travelers are looking for local authentic experiences with attentive service in a safe and clean environment. “We” are looking for an escape from our fast-paced lives.
Kelli Martin
VP of Sales & Revenue
Modus Hotels by PM Hotel Group
In my opinion, one of the biggest concerns or threats facing the success of the global hotel industry is the ever-changing landscape of technology and its impact on guest preferences and expectations. The rapid advancement of technology has disrupted traditional hotel models. Embracing technology, personalization, sustainability, and a proactive approach to addressing challenges will be key in ensuring that hotels remain competitive and thrive in the ever-changing landscape of the hospitality sector.
Nicole McAlister
Area Director of Franchise Performance
Choice Hotels International
In 10 years, I see myself being more of a mentor and leader to get more great candidates in our industry. I am currently working with the David Robinson Fellowship to help get more students who graduate to come back to our city and invest their skills in our industry. I want to help other see the industry through my lens. I know that there is so much more that can be done even in our high schools to start getting hospitality as a class and funded in our grants and scholarship programs in our local colleges.
Sharon Meyers
Director of Catering Sales
Westfields Marriott
I believe the biggest challenge the global hotel industry is facing is the continued labor shortage which leads to lower quality service and higher staff turnover rates. We have to create more of a presence in middle schools and high schools to get the students interested in a career in hospitality early. Offer a robust intern program and the opportunity for middle schoolers or high schoolers to "shadow" managers throughout the school year. The hotel industry has to offer competitive salaries, flexible work environment, positive work culture, robust training and development programs to attract top talent.
John Murtha
GM, Omni Parker House
Omni Hotels & Resorts
When I complete my hotel operations career within the next few years, I plan to become an adjunct instructor within a college-level hospitality administration program. At this time, I am creating a business-in-practice course that I plan to teach in UNH's Paul College, launching in late 2025. The course will teach students what is needed to drive success by creating a "healthy" culture within any business.
Steven Nicholas
Managing Principal & Head of Asset Management
Noble Investment Group
The travelers over 40 demographic often values the following aspects: Comfort and quality; exceptional service; quiet and relaxation; culinary experiences; technology with simplicity; loyalty rewards and perks; and accessibility and safety. In summary, we would do well as an industry to consider these needs to attract and retain this valuable demographic.
Juli Norberg
Dual Director of Sales & Marketing, Winter the Dolphin’s Beach Club, Hampton Inn & Suites
McKibbon Hospitality
Eco-friendly tourism is a new niche to our area. Helping Winter the Dolphin's Beach Club become one of the very few 100 percent eco-friendly hotels on Clearwater Beach has been both challenging and exciting. Our current owner and operators, the Page family and McKibbon Hospitality, have opened doors to assisting me with the tools and education for completing this important task. Educating others in this field is key and I would like to aid other hotels in our company portfolio to achieve green hotel status.
Patrick Norton
VP of Sales & Marketing
Brittain Resorts & Hotels
The most significant challenge facing the global hotel industry is the dual-edged sword of artificial intelligence. While AI presents immense opportunities for innovation and efficiency, it also poses a threat if not utilized correctly. A favorite quote of mine encapsulates this dilemma perfectly: "AI won't replace your job, someone better at AI will replace your job." This notion was a driving force behind our recent tech stack overhaul, leading us to adopt a cutting-edge, AI-driven business intelligence model.
Lina Patel
Director of Strategic Franchise Initiatives
Red Roof
Lina is a second-generation hotelier with 26 years of experience in hotel ownership and investments who helped launch the AAHOA’s HerOwnership program, dedicated to opening doors for women in hotel ownership. One of the most pressing challenges she’s faced is access to capital for the new franchisees. She has collaborated with several lenders and banks to fine-tune the application process and educated the franchisees to better prepare prior to applying for a loan.
Amaury Piedra
Managing Director
Caribe Royale Orlando
Completing the $140 million reimagination of the Caribe Royale Orlando and repositioning to a AAA Four Diamond meetings resort would be challenging at the best of times, but I was challenged with accomplishing this while navigating the ever-changing COVID pandemic landscape and the staffing challenges. Along with ownership support, we took an aggressive approach—we invested in human capital months before we had to do so, attracting some of the top talent in Orlando.
Azher Razvi
GM
Tru by Hilton
In addressing the preferences of travelers over 40, the hospitality industry must recognize the unique needs and desires of this demographic. Seasoned travelers prioritize a blend of comfort, personalized experiences and convenience. We seek spaces that seamlessly integrate relaxation and functionality. Streamlined check-in processes, intuitive room controls and accessible amenities reduce stress and enhance the overall stay. Integrating fitness facilities, healthy dining options and wellness programs recognizes the desire of mature travelers to maintain their well-being during their stay.
Joe Schafer
Culinary Director
Kennebunkport Resort Collection
Filling vacant positions in hotels and restaurants is the key to the industry's long-term survival. The easiest way to correct the problem is to continue educating and developing our high-school and college-aged employees and show them that hospitality can be a life-long career, not just a summer job. On a larger scale, increasing the number of H2B visas granted each year from 66K to 200K would benefit everyone greatly.
Anna Scozzafava
Chief Strategy Officer, SVP of Technology
Choice Hotels International
As I reflect on the nuanced aspects of working in the hospitality industry, one highlight is the limited influence of strong female leaders across all facets of the industry. To overcome this, I emphasize the need for additional effort in building networks and peer sets, recognizing the importance of these connections for women looking to find success in the hotel industry. This was a driving factor behind my support of HERtels, a program designed by women for women to empower female entrepreneurs throughout their hotel ownership journey.
Merav Segev
SVP of Operations
Highgate Hotels
Segev navigated a significant challenge with adept problem-solving skills, said Highgate’s Wei Huang. The most pressing issue involved adapting hotel operations to the ever-evolving landscape shaped by global events. Facing unprecedented disruptions, Segev orchestrated a swift and comprehensive response. This included implementing flexible operational models, focusing on employee well-being, and leveraging technology to enhance safety protocols and guest experiences. Segev not only mitigated the challenges but also positioned the hotel management company for future success in a dynamic and unpredictable environment.
Tonya Shells
Event Manager
Hospitality Ventures Management Group (HVMG)
In my opinion, the biggest concern facing the global hotel industry is aging properties. I would love the opportunity to speak to hotel owners personally with explanation on how aging properties affect revenue. Today's generation is seeking more modern, upscale, tech-savvy properties.
Amanda Smith
Area GM
Spire Hospitality
The biggest opportunity that I have faced was the addition of my second property in the past year and the building morale. The culture overhaul had to happen to retain staff, turn scores around and begin to function as one team. I worked to get to know all front-line team members in their work environment—cleaning guestrooms, serving banquets, prep work in the kitchen, working the front desk and changing door locks. I have no fear of rolling my sleeves up to assist them daily, coaching the department leaders on maximizing productivity while controlling labor and expenses, and bringing the team together to participate in Thankful Thursdays.
Erin Smith
VP of Sales
Pacifica Hotels
I was born into hospitality, as my mom was a GM for 35 years. I started in housekeeping and worked my way up to my current position with stops along the way in laundry, night audit, front desk, on-property sales and catering, a national role with a major brand and eventually a regional director of sales for Sage Hospitality, then a regional VP for Atrium and now leading the sales organization for Pacifica Hotels. My 25+ years in hospitality has taught me that no matter where you start, you can achieve anything you work hard enough for.
Jeffrey Smith
VP, Managing Director, PGA Frisco Resort
Omni Hotels & Resorts
The biggest concern is economic downturns and global uncertainties that could affect travel patterns and consumer spending, impacting the hotel/resort industry's stability and growth prospects. Ensuring memorable experiences for all guests will always lead to consistent business that will overcome this potential concern. Another concern would be the increasing influence of online travel agencies, alternative accommodations and advancements in technology posed challenges for traditional hotel business models.
Dustin Soper
Corporate Social Media Manager
Spire Hospitality
I have unofficially given myself the “SPIRE Brand Police” title because the look and feel of our product extends beyond the construction and design of the hotel itself. Our printed collateral, digital marketing material and social media posts are just as much a reflection of the hotel as anything else. We want to make sure our branded hotels are following the proper identity guidelines because we have better chances of getting noticed by the brands for future marketing partnership opportunities. For our independents, we spend a lot of time and money on creating the identity and story for those brands.
Monique Taplin
Taskforce GM
Sandpiper Hospitality
The most pressing issue in the past year was staffing. I have worked hard to hire the ideal candidate, worked a couple of shifts to be a team player while sharing and showing your team the true meaning of being team player. We are not just going to hire a warm body—we are searching for the ideal candidate and have our team be part of the hiring process.
Jose Zarate
Regional Director of Talent & Culture
Fairmont Hotels
One of the most notable accomplishments of Jose’s career is the Project SEARCH intern program, said Fairmont’s Michelle Heston. Each year, Project SEARCH trains four to five interns, gaining experience in multiple departments and take part in mock interview sessions with industry leaders, concluding with a year-end graduation ceremony with their family and friends in attendance. The confidence our interns obtain under Jose’s watchful eye gives them the opportunity and skill set to be a valuable asset.