Marie-Sophie Petin has been appointed Front Office Director at Fouquet's New York
Fouquet's New York is delighted to announce the appointment of Marie-Sophie Petin as Front Office Director.
Marie-Sophie Petin began her hospitality career at the prestigious Four Seasons Hotel George V in Paris. Since then, she has built an impressive track record of operational excellence in luxury hospitality, including leadership roles at The Lowell and, most recently, The Mercer Hotel in New York City.
Known for her thoughtful leadership and detail-oriented management style, Petin has consistently demonstrated an ability to lead front office operations with efficiency and grace. At The Lowell, she led high-performing teams while ensuring seamless guest experiences for a discerning clientele. Her multilingual skills and global perspective further reinforce Fouquet's New York's commitment to offering world-class service in a culturally rich environment.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Hospitality Net
7 hours ago
- Hospitality Net
Scott Robbins has been appointed Managing Director at TradeWinds Island Resorts
radeWinds Resort is proud to announce the appointment of Scott Robbins as Managing Director. With over three decades of leadership experience, Robbins brings a wealth of experience in opening and operating large-scale, award-winning resorts across the Caribbean and the U.S. His proven track record and strategic vision make him the ideal leader for one of St. Pete-Clearwater's most cherished family-friendly beachfront destinations. Most recently, he served as Complex General Manager at Margaritaville Resort Orlando and Embassy Suites Condo Hotel, where he successfully managed a multi-faceted destination property featuring hotels, retail, restaurants, entertainment venues, and a state-of-the-art water park. Prior to that, Robbins held senior leadership roles with Aimbridge Hospitality, Sandals Resorts, and Wyndham Hotels, overseeing the launch and operation of numerous high-profile resorts in Jamaica and the Turks and Caicos. View Scott Robbins's LinkedIn Profile Scott Robbins is a graduate of Johnson & Wales in Providence, Rhode Island - United States
Hospitality Net
7 hours ago
- Hospitality Net
Alicia Carr has been appointed Vice President of Finance at Charlestowne Hotels
Charlestowne Hotels, a leading hospitality management company known for its portfolio of lifestyle properties, announces the appointment of Alicia Carr as Vice President of Finance. Carr will lead financial operations across Charlestowne's growing collection of hotels and food and beverage outlets, overseeing strategic planning, budgeting, and performance analysis to support continued success and operational excellence. With more than 20 years of leadership experience in the hospitality sector, Carr brings a deep understanding of financial strategy and operational oversight with a sharp focus on accountability and disciplined execution. She most recently served as Vice President of Finance at Collegiate Hotel Group, where she played a key role in the company's expansion from 31 to 57 properties, and was instrumental in the sale and transition of all Graduate properties onto the Graduate by Hilton brand. Her expertise encompasses the financial integration of new brands, acquisitions, and ownership transitions. Additional career highlights include over a decade of senior leadership at independent hospitality group Bunkhouse Management, serving in various roles including Vice President of Finance and Corporate Controller. Carr will oversee the company's 12-person accounting team, and will be responsible for company-wide capital planning, performance analysis, and the development of scalable financial systems tailored to the needs of individual properties. She will also partner closely with hotel ownership groups and on-property teams to ensure collaborative, transparent financial stewardship at every level.
Hospitality Net
7 hours ago
- Hospitality Net
Why Hotels Should Adopt a Multi-Channel Digital Approach in 2025 and Beyond
The hospitality industry and the macro environment have been more volatile in the last few years than at any time in the past 10-15 years. I anticipate this will continue due to inflation, higher capital costs, fluctuating demand, disruptions from AI, tariff woes, etc. This is why I think hotels should adopt a digital approach of multichannel distribution for both S&M and branding control, as well as scaling and capital levers. Here's the breakdown: 1. Direct It's 2025. Every hotel should have its own direct channel, period. It means having your own differentiated content and voice, guest data (first-party), and a higher margin on the bottom line. It also means more control and flexibility over your sales and marketing strategies. For example, hotels may get less budgeted traffic from OTAs than expected, as OTAs have their own priorities (the 'black box' algorithms). With the direct channel, hotels can strategically promote special offers. More importantly, a hotel can leverage the direct channel to build a brand and stand out from the competition in the long term. A brand well built sells itself and fosters deeper, longer-lasting relationships with customers. The biggest advantage of merchants on Amazon is the brand (and trust) built off Amazon. Similarly, hotels branded thoughtfully may potentially be invited to well-established branded hotel networks to further grow on steroids. Just like how Trailborn partnered with Marriott or Small Luxury Hotels (SLH) partnered with Hilton in 2024. They were win-win situations. Source: Travel Media Group 2. OTA OTAs emerged from the ashes of the dot-com bubble as their business model proved valid and sustainable. Their growth accelerated further after 9/11 and 2008 as hotels turned to OTAs during uncertain times for risk and cash flow management, reaping the benefits of "free" marketing without upfront spending. Hotels, as high-asset investments, naturally lean toward opening up more inventory to OTAs to save on overhead in order to survive first in a macro environment with uncertainty or even headwinds. In 2025 and the foreseeable future, with tighter liquidity and more expensive capital, OTAs provide a solid cushion to scale with a controlled cash flow. OTAs can also help hotels reach a specific psychological segment of travelers that hotels can't reach from their direct channels. This segment of travelers tends to be loyal to the OTA brands and prioritize an intuitive, convenient, and smooth end-to-end 'pipe' experience over price and other factors, just like Amazon shoppers. Therefore, for this 'OTA-minded' segment, OTAs can be a great referral or acquisition channel with reasonable CAC (customer acquisition costs). Hotels should strategically convert those guests into long-term repeat customers who book direct by building a deeper relationship with top-notch in-stay and post-stay 'room delivery' services. The old dichotomy of 'direct vs. OTA' is giving way to a more strategic and nuanced approach where both channels play a role in a comprehensive distribution strategy. Source: Travel Media Group 3. Metasearch (mainly Google Hotels) On the direct side, hotels had been losing some share to OTAs because an individual property's website simply couldn't meet travelers' lodging 'discovery' needs the way OTAs could. Metasearch, especially Google Hotels, has been playing a critical role as a lodging aggregator but still allows travelers to book direct, levelling the playing field between direct and OTAs. As an SEM/SEO consultant in the hospitality industry, I vividly remember how groundbreaking it was when Google introduced the 'local 3-Pack' directly in search results nearly a decade ago. Since then, when travelers search for hotel-related queries on Google, they see a map-style feature displaying the top hotel listings instead of 10 blue links. Clicking on these listings directs them to Google Hotels, which aggregates price, inventory, location, brands, everything. It was a game changer because it perfectly dovetailed Google's search and metasearch platforms and better aligned with travelers' lodging search behaviors. The cherry on top is that hotels can now list their sites on Google Hotels for free, leveraging the Free Booking Link (FBL) feature rolled out in 2021 to capture direct bookings. Source: Travel Media Group 4. Marriott and Hilton are evolving into end-to-end distribution channels In fact, I think that's a huge trend that's transforming the industry. By the end of 2024, Marriott and Hilton had worldwide property counts of more than 9,000 and 8,000, respectively, reflecting CAGRs of 4.9% and 6.3% over the past five years. They also both reached 200+ million global loyalty members—a remarkable increase of 43% and 94% from 2019. Acquisitions and strategic partnerships, alongside natural room growth, will continue to supercharge Marriott's and Hilton's portfolio growth in an efficient, scalable, and adaptable way. I believe that by continuing to expand their branded hotel networks, they will reach a point where network effects will emerge further to enhance the intuitiveness and convenience of this 'end-to-end' booking experience, starting and completing a booking journey directly within the Marriott and Hilton apps. Branded and even boutique hotels should make their scaling and growth decisions with these two 'emerging' distribution channels in mind. About Travel Media Group (TMG) Travel Media Group (TMG) is a hospitality marketing partner for brands, hotel management groups, and individual properties. Services include custom social media marketing, professional review response, online reputation management, and more. TMG is responsible for elevating our hotel partners' online presence while helping hotels manage real-time guest feedback. Travel Media Group is a business that is a part of the Dominion Enterprises Family.
