Making Your Hotel Website Accessible

Creating and maintaining a hotel website can be very exciting. It’s a major way of getting your hotel out there for travelers to book with you. However, in order to reach out to all travelers, your website should provide accessible tools in order to maximize the usability of your website.

As a whole, your hotel must meet ADA (Americans with Disabilities Act) compliance so that all travelers can successfully access your site. The last thing you would want is to receive a lawsuit for your website not complying with today’s standards. Plus, by following ADA guidelines you ensure your hotel website is welcoming and accessible to every potential traveler.

Examples of Accessible Tools


People with disabilities must be able to make reservations for accessible guest rooms during the same hours and in the same ways that other people are able to make reservations such as by telephone, in person, email, via websites, or through third parties (travel agents or online reservations services).1

Ultimately, your hotel website’s purpose is to attract guests and generate bookings. With that said, having an accessibility tab on each page of your website is key. By doing so, you will amplify your traveler clicks and interaction.

Accessible Hotel Website

This Travel Media Group client website has an accessibilities tab on the right-hand side of their home page. When clicked, the tab provides people with multiple ways to view the website.

Moreover, your website’s code must be compatible with the standards too. One important step is to make sure your photo code has alt text so the visually impaired can know what photo is present on the page through their screen reader. Also, we recommend you give travelers the capability to identify all of the links on a webpage. This is done by activating the setting that underlines each clickable link on your site. Additionally, your hotel website should provide travelers with a tool to increase and decrease the text on their screen. Below you can find some prime examples of how web-accessibility tools that all hotels should be providing can adapt the look and functionality of your webpage based on travelers’ needs.


Finalizing Website Solutions


Hotels, as places of public accommodation, have long been targets of lawsuits by individuals and public advocacy organizations under Title III of the Americans with Disabilities Act, or the ADA as it is commonly referred.2

In summary, following these measures are smart steps toward making your hotel’s website welcoming to all. Therefore, we encourage you to learn more about how we can upgrade your Hotel Website.


1. Accessible Lodging. (2019, March 06). Retrieved from
2. Topolski, S. (2018, November 27). Ensuring Hotel Websites Are ADA Compliant – LODGING. Retrieved from

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Marriott, Hilton, IHG and Accor account for 55% of global pipeline

Marriott, Hilton, InterContinental Hotels Group (IHG) and Accor accounted for over half (55%) of the global hotel pipeline at the end of 2018, a new report has found.

According to Lodging Econometrics’ (LE) Global Construction Pipeline Trend Report, which compiles the construction pipeline counts for every country and market around the world,the leading franchise companies in the global construction pipeline by project count areMarriott International with 2,544 projects/420,405 rooms, Hilton Worldwide with 2,252 projects/333,209 rooms, IHG with 1,716 projects/249,379 rooms, and AccorHotels with 966 projects/177,052 rooms.

Brands leading in the pipeline for each of these companies were found to be Marriott’s Fairfield Inn with 397 projects/43,089 rooms, Hampton by Hilton with 619 projects/79,591 rooms, IHG’s Holiday Inn Express with 731 projects/91,691 rooms, and AccorHotel’s Ibis Brands with 321 projects/48,368 rooms.

The report also found, at the close of 2018, the total global construction pipeline hit record highs with 13,573 projects/2,265,792 rooms, a 7% increase in projects and a 6% increase in rooms year-over-year.

It added the global pipeline has been ascending for eight consecutive years after reaching its cyclical low in 2010. All regional pipelines, with the exception of South America, continued their upward trend.

Additionally there are a record high 6,352 projects/1,172,591 rooms currently under construction worldwide. Projects scheduled to start construction in the next 12 months are at 3,860 projects/572,483 rooms. Projects in the early planning stage stand at 3,361 rooms/520,718 projects, also at an all-time high.

The top countries by project count are the United States with 5,530 projects/669,456 rooms, and China with 2,761 projects/580,635 rooms whose pipeline reached a new all-time high.

The U.S. accounts for 41% of projects in the total global construction pipeline while China accounts for 20%, resulting in 61% of all global projects being focused in just these two countries. Distantly following are Indonesia with 387 projects/65,405 rooms, Germany with 283 projects/52,569 rooms, and the United Kingdom with 266 projects/38,590 rooms.

Around the world, the cities with the largest pipeline counts are New York City with 171 projects/29,457 rooms, Dubai with 168 projects/49,943 rooms, and Dallas with 163 projects/19,476 rooms. Los Angeles follows with 147 projects/23,404 rooms, and Guangzhou, China with 132 projects/28,694 rooms.

Last year saw a total of 2,675 new hotels/403,153 rooms open around the world. As a result of the current global pipeline being at an all-time high, LE forecasts that new hotel openings will continue to climb with 2,844 hotels expected to open in 2019. In 2020, new openings are forecast to accelerate further to 3,088 hotels.

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How food and beverage has changed

I have seen a veritable revolution in all aspects of food and beverage in hotels over my career, and I have thoroughly enjoyed the roller coaster of historical changes that it has taken me on.

However, before I write further I must go back in time and tell the humorous story about my Lausanne hotel school administration ‘stage’ or ‘practical’ that I chose to do in London England during the winter of 1973. This was the era of the State of Emergency, the three day work week and the power cuts. Harrods and Marks and Spencer were lit by candle power. Offices had no heating and work hours were dictated by daylight.

The trade unions took on the government and Britain was in complete chaos with coal reserves down to their last hours as some speculated.

Against this colorful backdrop I travelled to London, a young and enthusiastic hotelier in the making, a fresh graduate out of Lausanne, to take up my position as assistant to the food and beverage manager at a small hotel group that was owned by the then great Grand Metropolitan Hotels.

Of course my work was super important. I received the handwritten stock counts of every one of our hotels, between 10 to 12 in count as I recall. In the pre-computer days all end of month stock takes were done in giant ledgers, huge pages upon pages of pounds and ounces in illegible handwriting, coupled with shots remaining of every type of booze then available.

For two weeks out of every month that was my only job, checking those damn ledgers.But here is where it gets interesting. You gotta love the Brits, of which I am a proud member, for their keen sense of priorities.

You see, the most important part of my job description as put to me by my manager and the HR manager there, was to be in charge of the ‘Tea and biscuits room’ of the managers and board members. Each manager had his or her preferred type of tea or coffee and more important, their preferred brand of biscuit. You name it, they liked it. I mean, couldn’t more than one manager like the same damn biscuit?

Shortbread, ginger snaps, rich tea, milk chocolate covered digestives (my favorite so I ordered more), Garibaldi, Jaffa cakes and so many more. They all went into my mini ledger along with the Tetley, PG Tips, Harrogate, Twinings of course and more.

I managed the tea and biscuits room so religiously that I actually drew many compliments on my management capabilities. Perhaps the fear of ruffling English management feathers on the biscuit front has contributed in large part to my pedantic and detail oriented side of my management style. God bless my compatriots.

The other two weeks of the month I spent ‘inspecting’ the hotels in our portfolio. This was for me, the most enjoyable part of my stage. The hotel managers and F&B managers knew I was the corporate assistant to the group F&B manager. They did not however, know how important I was on the ‘brand importance scale’ if I can call it that.

So they took no chances. They rolled out the red carpet for me. They cleaned up their kitchens in advance of my inspection visits, repaired and cleaned their facilities for me to inspect. I must point out that at this early career stage I did not really know what I was looking for but I was very serious in carrying out these rounds.

The best part? I got to eat a really good a la carte lunch with free choice of anything on the menu. After all, I was also sampling food and beverage to check standards.

But back to our headquarters. The company was a hotel group but in reality was more a real estate venture, and our head offices, located in hotels, were sold on at least two occasions during my six months in charge of tea and biscuits.

At the start of my stage I was given a work station in the accounting department which was made up of a bunch of six absolutely great, fun loving British girls. We went out on pub lunches with multiple beers, cornish pasties and steak and kidney pies, the best of British pub nosh.

I loved those lunches and during my work hours with the girls I found out where to buy the best bras, skirts, stockings and all the clothing that young girls crave. It actually began to drive me crazy but I was saved when we moved offices yet again and I was given an office all to my little, starting out self.

The new offices took up a whole floor of an old hotel in South Kensington, and each office was in actual fact an old guest room. This was magnificent and truly practical for ‘apres’ pub lunch naps in the bathtub. What better way is there for sleeping off those beers and pies?

Back in those days I used to park my ‘Swiss number plated’ mini minor (750 cc’s of cruising power) at the front of the offices on the street where parking was not allowed. But, the British coppers being British coppers and so polite, all I got for this was a pile of small ‘brochures’ informing me that parking was not allowed on this stretch of road and would I kindly refrain from doing it in future. Do that today and all you will find is a sticker telling you where they towed your car.

Soon my six wonderful months as the assistant food and beverage director were over and it was time to go out and actually get a real job, but I always smile when thinking of those times during the chaotic winter of 1973 in London, when strikes were plenty and wild cat strikes hit you on the tube on your way home.

It taught me that there is no other people so humorous as us Brits, no one who takes tea and biscuits so seriously, and no one know how to keep a stiff upper lip, that so British quality of uncomplaining stoicism that they showed during the winter of 1973.

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Crerar Hotels unveils £15m investment into ‘future of Scottish hospitality’

Crerar Hotels is “reinforcing its commitment to Scotland”  by investing £15m to position its portfolio in the “top end of Scottish hospitality”.

Crerar said the move is being made to meet the “growing demand” from affluent UK custom and to meet demand from the “significant growth in high value tourism from the emerging Asian markets”.

To match demand, the group is in the final stages of phase one investments at a numbers of its hotels, including Oban Bay, Loch Fyne (Inveraray), Golf View (Nairn), Glencoe Inn (Glencoe) and Isle of Mull Hotel (Mull), with committed spend to date in the region of £10m.

It added that each hotel noted is now at or set to achieve a minimum of high four-star status. The remaining retained hotels in its portfolio will follow the same investment route and market positioning, with phase two investment of £5m.

The company revealed the investment so far has been self-financed by trading profits and profit from asset disposal. The final phase will also be funded from trading and, potentially, from the sale of up to three more hotels, which were announced last week.

Controlling shareholder and chief executive, Paddy Crerar CBE, said: “This is one of the most exciting times in our history where we can plainly see a global market itching to discover what we locals already know about Scotland. We are so fortunate to live in such a brilliantly beautiful country and a country that remains steadfastly hospitable as well as inclusive.

“It’s simply our duty to put our heart and soul into giving every visitor as good an experience as we possibly can.We also recognise that the debacle of Brexit is a true and dangerous threat both to how others see our country, by association, and also who will or can join our workforce.”

He added: “At a time when Scotland has record employment no one can afford to ignore the net negative impact that loss of freedom of movement will place on business and communities, particularly those in rural locations.

“That’s another reason why investing in our business is so important – with an inevitable shortage of labour, skilled and unskilled, we have to be the employer of choice. We have to be more attractive as an employer than anyone else, hospitality people need more than good wages – they want and need to believe in the business they join. We are confident that with the best hotels in the best location we will attract and retain the best.”

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How to handle a general manager

There are so many ways in which independent hotels differ from those in group ownership. Perhaps one of the most significant is in the relationship between owner and general manager because, without a large corporate structure, it is often a very personal one. I would go so far as to say that a good working rapport between owner(s) and GM is essential to the success of the business.

I do not pretend to be an expert in this area. After all, it is over 30 years since I managed a hotel myself. However I have been lucky enough to observe lots of independent operators at close range throughout my time at Pride of Britain and, before that, as a publisher for Johansens.

Here is what I’ve noticed. When a GM is regarded by his or her employers as merely a supervisor, someone who is paid to keep on top of the day to day functioning of the business but is not included in major decision-making, the rest of the team find it difficult to think of the GM as “the boss”. It is the worst of all worlds, bearing loads of responsibility but without sufficient authority to control events.

This I have seen frequently in smaller establishments where the owners are present much of the time, involving themselves in the detail and giving instructions to junior members of the team without first consulting the GM. This places the GM in an impossible situation and if they’re any good they will probably leave. Or worse, if they are second rate, they are going to stay, allowing resentment and mistrust to soak up energy that should instead be directed towards delighting customers and growing profits.

Conversely, where there is mutual trust and respect I have seen plenty of GMs thrive, sometimes for decades, in challenging roles. Knowing the owner is fully supportive of his or her methods can give a GM almost invincible power, enabling them to create a perfect working environment for the team and to command its loyalty.

It requires generosity on the owner’s part to allow someone else to behave in a ‘proprietorial’ fashion and, most likely, to take the credit for achievements such as guide recognition. Exactly the same logic applies to a football club manager or the star of a west end show – the chairman or the theatre producer being proud beneficiaries, usually behind the scenes.

So on the very few occasions when my advice has been sought about appointing a GM I have started by asking whether that person is really going to be in charge. If not, it would be far better to engage a brilliant deputy, perhaps with the title ‘Hotel Manager’, and make it plain that the GM is really the owner.

In this way everyone understands how the hierarchy is supposed to operate and who calls the shots. Appointing an experienced professional GM, I would argue, best suits owners who are happy to stand back from the management of the business although they will obviously still set strategy in private consultation with the GM.

For the sake of my own job security I dare not single out individuals here but suffice to say the most successful hoteliers I have come across, without exception, are people who understand that management and owners must be seen to work hand in glove, one’s power dependent on the other’s consent.

For some reason we have witnessed a spate of high profile movers in the UK over recent months. Every time this happens it is traumatic for the business concerned, of course, though it does present an opportunity for a fresh face to re-invigorate things. We’re all allowed to make a few mistakes in life; the trick is not to keep repeating the same ones!

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IHG to open first Staybridge Suites in Scotland

InterContinental Hotels Group (IHG) has opened its first Staybridge Suites in Scotland in Dundee.  

Staybridge Suites Dundee offer 85 one-bedroom and studio suites and has been converted from an abandoned linen mill. Located in the heart of the city, many of the suites have the original features including exposed brick ceilings and iron beams.

With a “modern and industrial interior design”, the lobby provides an adaptable work and social space where guests can make use of free Wi-Fi. There is also a fully-stocked onsite shop called The Pantry, where guests can purchase food essentials 24 hours a day, and free laundry facilities and 24/7 fitness room.  

Dianna Bruce, hotel manager for Staybridge Suites Dundee, said: “Designed for the modern traveller, we have created a hotel where our guests can stay in a style of room that suits them best, perfect for business and family travellers alike.

“The hotel is a short drive from the city’s train station and airport, allowing guests a central base to enjoy the attractions of the city. Across the courtyard, guests can dine at the 2 AA Rosette Daisy Tasker restaurant, which has been named after a former mill worker.

The hotel is to be managed by Focus Hotel Management, an independent hospitality management company with a portfolio of 15 hotels open, under development and in planning totalling 1,948 bedrooms.   

The company operates hotels including independents, such as Sketchley Grange Hotel, Oxford Witney Hotel and Hotel Colessio, and also operates hotels under franchise agreements with DoubleTree by Hilton, Hampton by Hilton, Mercure, Ibis Styles and Hotel Indigo.

Director of hotel operations at Focus Hotels Management, Steven Frewer, added: “The property is the second hotel in Dundee for owners Percor Capital, following the opening of the Hotel Indigo last year. We are thrilled to announce the opening of this latest hotel in the vibrant city of Dundee, which represents the third Scottish property to join Focus Hotel’s’ portfolio in the last year.”  

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Careys Manor appoints new general manager

The Careys Manor hotel in the New Forest, Brockenhurst, has appointed Steve Woodrow as its new general manager.

He comes to Careys Manor from the Solent Hotel and Spa in Fareham, where he was general manager for five years, overseeing a 117-bedroom hotel, 13 meeting rooms, and a one rosette restaurant and bar and spa.

Woodrow has over 25 years’ experience in the hotel industry, having worked for premier four-star and five-star hotels both in the UK and abroad.

Woodrow, who takes over from Sunil Kanjanghat, said: “I am delighted to be part of the team at Careys Manor. This is a fabulous hotel, with a rich history and in a stunning location. In my few weeks at the property I already know we have a fantastic group of committed and hardworking people.

“I have had some amazing experiences in my years in hotels, working with many talented and super people. I know that if you have good people around you, who enjoy what they do and thrive on giving our guests a fabulous experience whilst working together as a team, we will achieve great things.”

James Hiley-Jones,managing director of Greenclose Hotels, which runs both Careys Manor and its sister hotel The Montagu Arms in Beaulieu, added: “We are delighted to welcome Steve to Careys Manor.

“Steve is a motivated and astute general manager with a wide range of experience and skills and a fantastic track record. He has a clear vision for developing the team here at Careys Manor and I know there are exciting times ahead.”

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Airbnb acquires hotel booking site HotelTonight

Airbnb has announced a deal to acquire hotel booking site HotelTonight for an undisclosed sum.

HotelTonight, which was valued at £354m in its last fundraising round in 2017, helps hotels fill vacant rooms to last-minute travellers at lower prices.

Airbnb said the acquisition forms part of its aim to build a full end-to-end travel platform ahead as it prepares for a potential public float this year. It also added it means it will help to meet the “enormous demand” from and for boutique hotels.

The HotelTonight app and website will continue to operate separately.

Brian Chesky, Airbnb co-founder and CEO, said: “A big part of building an end-to-end travel platform is serving every guest, whether they plan their trip a year or a day in advance.

“Working with the incredible team at HotelTonight, we will offer guests an unparalleled last-minute travel experience that provides unique, memorable hospitality on every trip, on any schedule, at any time.”

Sam Shank, Co-founder and CEO of HotelTonight, said: “We started HotelTonight because we knew people wanted a better way to book an amazing hotel room on-demand, and we are excited to join forces with Airbnb to bring this service to guests around the world.

“Together, HotelTonight and Airbnb can give guests more choices and the world’s best boutique and independent hotels a genuine partner to connect them with those guests.”

Once the acquisition is complete, Airbnb announced Sam Shank will report to Greg Greeley, Airbnb’s president of homes, and lead its boutique hotel category.

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UK hotel investment totalled £7.4bn in 2018

UK hotel investment totalled £7.4bn in 2018, with overseas investors representing 78% of total investment, according to new figures from real estate consultancy Knight Frank.

The firm said the figure equates to a £1.7bn increase in hotel transaction activity, compared with the previous year, equivalent of a 29% year-on-year rise in investment and 102% above the 12-year average of annual hotel investment activity of £3.7bn.

It added that despite the “uncertainty of Brexit”, growing confidence and strong demand from overseas investors, has outpriced domestic buyers, with overseas investors representing 78% of total investment activity (excluding developments) and 85% of all hotel portfolio activity exchanging hands with an overseas buyer.

The first half of 2018 saw the greatest share of deal volume, with £4.3bn of deals (59% of total transaction volume) completing during the first six months. This was driven by corporate portfolio activity with 90% of the total £3.1bn of portfolio transactions completed during the first six months of 2018.

Despite fewer portfolios transacting during the second half of 2018, hotel investment remained robust, (particularly so in the final quarter of 2018), with the second half of 2018 recording 73% of all single asset deals completing (both investment and going concern), equating to over £2.2bn.

A statement by the firm read: “In 2018, despite the share of regional UK’s transaction volume declining by one percentage point to 56%, total investment increased by some 27%, rising to over £4.1bn of investment and approaching the regional UK investment high achieved in 2015.

“The uplift in transaction volume can be largely credited to the scale of portfolio activity, which accounted for 53% of total regional investment, of approximately £2.1bn, compared with £1.5bn during 2017.”

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Why we need to engage men in the drive for gender parity

International Women’s Day is perhaps not the most obvious occasion for a man to voice his opinion on the all-important issue of gender diversity and inclusion. But as a man who has worked for three decades in the hospitality industry, I feel a responsibility to play my part in supporting the drive for gender parity in the sector.

The rationale for gender diversity is well-known. Other than primarily being the right thing to do, driving diversity and inclusion brings a host of benefits including increasing staff engagement and therefore performance; helping businesses be more representative of their customer base; and maximising the potential of their entire talent pool – not just half of it.

Why men need to be engaged

But this is not a battle that should be fought by women alone. Affecting cultural change in an organisation requires the engagement of as many people as possible behind a set of behaviours. For example, at Accor we are committed supporters and champions of HeForShe, the solidarity movement initiated by UN Women which aims to ensure that men also take a stand for gender equality. To help us deliver on this commitment, thousands of our male employees across the world have joined the movement as HeForShe champions.  Making a real cultural impact requires an inclusive approach, making sure all the people in an organisation are proactively encouraged to support the agenda.

Commitment from the top

I am lucky to work in a business that shares my commitment to this agenda. In 2015 Accor signed the Women’s Empowerment Principles, an initiative of UN Women and the United Nations Global Compact, asserting the company’s commitment to diversity and gender equality at an international level. We have an international network, RiiSE, to promote diversity and inclusion through a mentoring programme, communication campaigns, conferences and awareness-raising workshops. Globally, men currently represent 42% of the network’s 14,000+ members.

One of the key factors behind driving our engagement is the visible commitment from the very top of the organisation. Our Chairman and Chief Executive Officer, Sébastien Bazin, has very publicly backed the drive for diversity and Accor’s commitment to it.  For example, he has spoken at the World Economic Forum in Davos alongside UN Goodwill Ambassador Emma Watson and UN Women’s Elizabeth Nyamayaro about how companies can help drive gender equality.

Sharing knowledge and experience

As a senior executive, I feel my own responsibility to demonstrate this commitment. Over the course of three decades, I have worked as a general manager, in finance and in operations, and my career has taken me from France to China, Eastern Europe and the UK. I believe I have a responsibility to share the knowledge and experience I have built up over that time, and to actively try to develop those who want to learn, progress and develop their careers. 

As such, I take an active role in Accor’s Step Up programme, which is designed to help women in the business reach leadership positions.

 The initiative combines formal training with a mentoring programme that aims to help emerging female leaders take control of their careers.  It does this by building leadership attributes and establishing soft skills such as self-confidence and people’s ability to market themselves, which are vital for career development.

The programme matches mentors with mentees, who collaboratively define goals according to the mentee’s needs and aims, and who over a period of six months, work together to achieve those goals. By participating in this programme, I hope I am making a positive contribution to the more junior colleagues I am mentoring, but by doing so, I am also confident that we are improving the overall health and strength of the business, not least because I also learn something new from every mentoring relationship.

Inclusion fosters inclusion

For hotels, gender diversity is a hugely important issue. Hoteliers need to understand their female guests, corporate clients and partners if they are to thrive. Ensuring their women employees are empowered and encouraged to reach their potential is an essential part of doing so.

But gender diversity and inclusion should never be just about women standing up for women. From my experience, the vast majority of men are huge advocates of gender parity too. Ignoring what they can contribute would be folly.

By recognising the role men can have in supporting gender diversity, male employees are much more likely to feel recognised and included rather than marginalised. Engaging all employees behind the quest for parity will benefit everyone – men, women, and the business.

Inspiring leaders: three women leading the way at Accor

The Senior Executive: Karelle Lamouche, SVP sales & marketing, Distribution & Revenue Management Northern Europe

Karelle is in charge of the top line functions for Accor in Northern Europe. Working within the group since 2000, her key achievements include presiding over ibis’ vision to be the benchmark in the economy segment and a leader in customer service, by completely transforming the guest and employee journey through mobile technology.

Top tip for aspiring leaders: “Treat your colleagues with respect. Leaders can’t succeed without the support of their teams and to get that you need to earn their trust and respect.”

The Hotel Manager: Jacqui McMillan, general manager, Novotel Canary Wharf

After beginning her career with Accor as Rooms Division Manager at Novotel Glasgow, Jacqui has held GM positions in Glasgow, Bristol, Reading and London before landing the GM job at the flagship Novotel in Canary Wharf last year.

Top tip for aspiring leaders: “Don’t be afraid to go for promotions or roles outside your comfort zone – it’s only by having the confidence to extend yourself that you expand your abilities.”

The Emerging Leader: Apolline Lecocq, Assistant General Manager, ibis Liverpool Centre Albert Dock

Starting her career as a receptionist, Appoline broadened her experience by securing herself maternity cover experience in Conferences & Events before being promoted to Front Office Manager. Since participating in the Step Up mentoring programme she has landed her first Assistant GM position.

Top tip for aspiring leaders: “Find a mentor! I have learned so much that will be invaluable in my career just by being able to speak to and be guided by someone with masses of experience.”

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A recent survey from hotel solutions provider HRS has found that the demand for innovative technology in hotels is on the rise


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