Ms. Moughan

Liz Moughan

Senior Director, Global Industry Practice Group

Kronos Incorporated

As senior director of the global industry practice group at Kronos Incorporated, Liz Moughan is tasked with determining the company’s strategic direction across sectors globally. She is also responsible for partnering across sales, services, and customer support to achieve sales growth and customer satisfaction goals.

Ms. Moughan joined Kronos in 2003, and since then has served in various marketing roles, most recently as head of the retail and hospitality practice group. Among her notable accomplishments, Ms. Moughan played a key role in the launch of Kronos mobile workforce management solutions working cross functionally with various engineering, marketing, and sales teams. She also frequently travels across the world to talk to Kronos customers and partners, and is well versed in global workforce management strategies.

Prior to Kronos, Ms. Moughan worked at a leading high- tech public relations agency, Lois Paul & Partners. Ms. Moughan is a member of the National Retail Federation and the Retail Orphan Initiative and earned her bachelor’s degree in Communication Disorders from the University of Massachusetts, Amherst. She is frequently quoted in publications such as RIS News, Reuters, STORES, and The Wall Street Journal.

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

Ms. Moughan can be contacted at 978-250-9800 or lmoughan@kronos.com

Coming Up In The August Online Hotel Business Review




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Feature Focus
Food & Beverage: Multiplicity and Diversity are Key
The challenge for hotel food and beverage operations is to serve the personal tastes and needs of an increasingly diverse population and, at the same time, to keep up with ever-evolving industry trends. In order to accomplish this, restaurateurs and hoteliers have to flex their creative muscles and pull out all the stops to satisfy their various audiences. One way to achieve this is to utilize existing food spaces in multiple ways at different times of the day. Lunch can be casual and fast, while dinnertime can be more formal and slower paced. The same restaurant can offer counter service by day but provide table service by night, with a completely different menu and atmosphere. Changes in music, lighting, uniforms and tabletop design contribute to its transformation. This multi- purpose approach seeks to meet the dining needs of guests as they change throughout the day. Today’s restaurants also have to go to great lengths to fulfill all the diverse dietary preferences of their guests. The popularity of plant-based, paleo, vegan, and gluten and allergen-free diets means that traditional menus must evolve from protein-heavy, carb-loaded offerings to those featuring more vegetables and legumes. Chefs are doing creative things with vegetables, such as experimenting with global cuisines or incorporating new vegetable hybrids into their dishes. Another trend is an emphasis on bold and creative flavors. From chili oil to sriracha to spicy maple syrup, entrees, desserts and beverages are all being enhanced with spice and heat. The August issue of the Hotel Business Review will document the trends and challenges in the food and beverage sector, and report on what some leading hotels are doing to enhance this area of their business.