Ms. Brett

Beth Brett

Co-founder and Principal

Blink Creative Group

Beth Brett and her business partner, Emma Haber, are the co-founders and principals of Blink Creative Group, a full-service communications enterprise with a focus on hospitality and lifestyle brands. As strategic storytellers—who can implement all facets of communications from branding and PR to partnerships and events as well as creative writing and social media support—clients seek out their firm for thoughtful and thought-provoking brand experiences. As industry veterans—each with more than 15 years of extensive media and marketing expertise working with world-renowned brands—their agency offers authentic and unparalleled communications solutions.

Before founding Blink Creative Group with Ms. Haber, Mrs. Brett served as the communications director for the Los Angeles Tourism and Convention Board. For eight years, Mrs. Brett was a lead publicist for The Getty, where she forged strategic partnerships and managed PR for every major program at the world-renowned arts institution. Prior to her Getty post, she was a communications specialist for Hospital Special Surgery, one of the nation’s top hospitals. After graduating from Princeton University, Mrs. Brett began her career in New York at SERINO/COYNE, where she worked on creative campaigns for live entertainment brands. With a master’s degree from Stanford’s Journalism School, Mrs. Brett has also written feature stories for The New York Times, Newsday, The San Francisco Chronicle and ESPN the Magazine.

Please visit www.blinkcreativegroup.com for more information.

Ms. Brett can be contacted at 310-850-2701 or beth@blinkcreativegroup.com

Coming Up In The May Online Hotel Business Review




Feature Focus
Eco-Friendly Practices: The Value of Sustainability
The hotel industry continues to make remarkable progress in implementing sustainability policies and procedures in their properties throughout the world. As a result, they continue to reap the benefits of increased profitability, enhanced guest experiences, and improved community relations. In addition, as industry standards are codified and adopted worldwide, hotels can now compare how their operations measure up against their competitors in terms of sustainable practices and accomplishments. This capacity to publicly compare and contrast is spurring competition and driving innovation as hotels do not wish to be left behind in this area. Water management and conservation is still a primary issue as population growth, urbanization, pollution and wasteful consumption patterns place increasing demands on freshwater supply. Water recycling; installing low-flow fixtures; using digital sensors to control water usage; and even harvesting rainwater are just a few things that some hotels are doing to preserve this precious resource. Waste management is another major concern. Through policies of reduce, reuse and recycle, some hotels are implementing “zero-waste” programs with the goal of substantially reducing their landfill waste which produces carbon dioxide and methane gases. Other hotels have established comprehensive training programs that reinforce the value of sustainability. There is employee engagement through posters and quizzes, and even contests are held to increase innovation, sensitivity and environmental awareness. Some hotels are also monitoring a guest’s energy usage and rewarding those who consumed less energy with gifts and incentives. The May issue of the Hotel Business Review will document how some hotels are integrating eco-friendly practices into their operations and how they and the environment are benefiting from them.