Editorial Board   Guest Author

Ms. Kies

Katherine Kies

Corporate Director Food & Drink Innovation Group, PM Hotel Group

Katherine Kies is the Corporate Directorof PM Hotel Group's Food + Drink Innovation Group, In this role, Ms. Kies overseesthe strategy, ideation and execution of all food and drink performance for thegrowing portfolio. A true foodie who lives to explore the world via its variedcultures and cuisines, Ms. Kies has led the group since its inception in 2017.Her responsibilities range from design and development consultation to marketresearch, menu concepting and ultimately to managing key performance areas forour existing properties, all while inspiring a passion for innovation andcreativity across the group.

A graduate of Cornell University'sSchool of Hotel administration with a concentration in hospitality design, Ms.Kies began her career as a pastry chef at a Relais & Chateau in Nantucket,MA. She went on to join Avero, a restaurant analytics and consulting company.There, she partnered with global hospitality teams on optimizing their F&Bperformance. Her client roster included Four Seasons Hotels and Resorts,Kimpton Hotels & Restaurants, the Daniel Boulud Group and Think Food Group.While at Avero her special projects included developing and launching boththeir e-learning platform and their customer onboarding experience.

Today PM Hotel Group's growing portfolio and robust pipeline include luxury, lifestyle, full and select service hotelsacross 15 states. The Food + Drink team are challenged to re-think and re-imaginehow we deliver all of our food programming-- restaurant, catering and banquetprograms. Focused on disrupting the traditional hotel experience whiledelivering strong financial performance, the team is an integral part of themanagement company and its commitment to innovation.    

Ms. Kies is currently pursuing an MBAfrom Columbia University. She serves on the Marriott Food & BeverageAdvisory Board, the Hotel F&B Advisory Board, the Junior Council ofChildren's National Medical Center and the Alumni Council for the MadeiraSchool.

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

Ms. Kies can be contacted at 202-787-3335 or kkies@pmhotelgroup.com

Coming up in May 2019...

Eco-Friendly Practices: Corporate Social Responsibility

The hotel industry has undertaken a long-term effort to build more responsible and socially conscious businesses. What began with small efforts to reduce waste - such as paperless checkouts and refillable soap dispensers - has evolved into an international movement toward implementing sustainable development practices. In addition to establishing themselves as good corporate citizens, adopting eco-friendly practices is sound business for hotels. According to a recent report from Deloitte, 95% of business travelers believe the hotel industry should be undertaking “green” initiatives, and Millennials are twice as likely to support brands with strong management of environmental and social issues. Given these conclusions, hotels are continuing to innovate in the areas of environmental sustainability. For example, one leading hotel chain has designed special elevators that collect kinetic energy from the moving lift and in the process, they have reduced their energy consumption by 50%  over conventional elevators. Also, they installed an advanced air conditioning system which employs a magnetic mechanical system that makes them more energy efficient. Other hotels are installing Intelligent Building Systems which monitor and control temperatures in rooms, common areas and swimming pools, as well as ventilation and cold water systems. Some hotels are installing Electric Vehicle charging stations, planting rooftop gardens, implementing stringent recycling programs, and insisting on the use of biodegradable materials. Another trend is the creation of Green Teams within a hotel's operation that are tasked to implement earth-friendly practices and manage budgets for green projects. Some hotels have even gone so far as to curtail or eliminate room service, believing that keeping the kitchen open 24/7 isn't terribly sustainable. The May issue of the Hotel Business Review will document what some hotels are doing to integrate sustainable practices into their operations and how they are benefiting from them.