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Breaking the Glass Ceiling: Female Leaders in the Hotel Industry

Frankfurt – The hospitality industry has been historically male-dominated. But dynamics of corporate leadership in the hotel industry are changing and despite facing challenges in the workplace and balancing personal lives, more women are breaking the glass ceiling by putting themselves forward for leadership roles. WorldHotels takes the opportunity to speak to three innovative female…

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Breaking the Glass Ceiling: Female Leaders in the Hotel Industry

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Frankfurt – The hospitality industry has been historically male-dominated. But dynamics of corporate leadership in the hotel industry are changing and despite facing challenges in the workplace and balancing personal lives, more women are breaking the glass ceiling by putting themselves forward for leadership roles. WorldHotels takes the opportunity to speak to three innovative female executives: Susan Keels, GM of the Royal Park Hotel, Rebecca Kwan, GM of Lan Kwai Fong @ Kau U Fong and Chairman of the Hong Kong Hotels Association and Anke Ebinger, WorldHotels Regional Director of Sales Central Europe. In the following interview, the woman leaders talk about their career paths, stereotypes,about what makes a great leader and their thoughts about a quota.

What drove you to work your way up? And what does a woman need in the hospitality industry to be successful?

Rebecca Kwan: “It’s a people-oriented industry, you need to have the passion for taking care of your internal team and external guests to drive success. You need to have a strong mindset and utilize the strengths in skill, knowledge, experience and emotion to pursue what you want, and not wait for it to come to you.”

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If a competitor's move triggers your rate change, that is market-based pricing, not dynamic

If a competitor's move triggers your rate change, that is market-based pricing, not dynamic

Lighthouse writer Joe Hanly published a ten-strategy hotel revenue management guide on Hotel News Resource on September 8, ranking real-time dynamic pricing first. Its most useful content is a test: a hotel whose rate changes mostly follow a competitor's move is running market-based pricing, whatever it is called internally. A companion explainer says audit the compset and rate plans first.

  • 01Market-based and dynamic pricing both watch competitors; the line Lighthouse draws is whether a competitor's rate is the trigger or one input alongside local events, booking pace and market trends.
  • 02Properties that have gone years without a structured rate-plan review often carry more active plans than anyone tracks, and those legacy floor rates and stay restrictions sit under any pricing engine layered on top.

Sep 18, 2026

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  • 01Weekday performance is a key read on business travel: in the week ending Aug. 16, 2025, top 25 market weekday RevPAR fell 2.3%, per STR; in that same update, non-metro and rural areas posted a 0.7% full-week RevPAR gain.
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  • 03The gap between occupancy on the books and occupancy actually realized, flagged by CoStar in Las Vegas, Houston, Philadelphia and Orlando in June 2025, is a sharper thing for a revenue manager to track than headline RevPAR.

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  • 01Hotel Business describes LIFT as a proprietary tool that Aimbridge has launched across its own portfolio, which turns labor analytics into a point of comparison between third-party operators.
  • 02Housekeeping and laundry were where pilot hotels saw the biggest productivity gains, which suggests demand-driven scheduling tools have the most room to act in departments where daily workload swings with occupancy.
  • 03Aimbridge has not published numeric pilot results; the signal to watch is whether it releases labor-cost or GOP flow-through figures from the full rollout, which would give owners a real benchmark.

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