Mr. Nalewanski

Loren Nalewanski

Vice President & Global Brand Manager

TownePlace Suites & Springhill Suites by Marriott

A Hospitality veteran, Loren Nalewanski joined Marriott International, Inc., over 25 years ago and during this time has managed all areas of property operations in many brands.

After serving in property roles from coast to coast, Mr. Nalewanski was appointed Vice President, for Talent Management and Work Environment for North America, establishing the Work Environment Center of Excellence at Marriott, guided the architecture of the associate engagement strategy in use globally today for Marriott International.

In 2009, Mr. Nalewanski was named Vice President of Global Operations Services working to develop the Global Operations Services group. In this role, he led the teams responsible for key areas related to the deployment of all operational programs, products and services, across all Luxury, Lifestyle and Marriott Endorsed brands.

Today, Mr. Nalewanski is Vice President and Global Brand Manager of both the TownePlace Suites and SpringHill Suites by Marriott brands. With more than 280 TownePlace Suites properties open in the United States and Canada (over 190 in the pipeline), and 343 SpringHill Suites (150 in the pipeline), these brands are experiencing remarkable results and growth.

Mr. Nalewanski is a Rockford, Illinois, native and a graduate of Johnson and Wales University in Providence, Rhode Island. He is married with four children and resides in Northern Virginia.

Mr. Nalewanski can be contacted at loren.nalewanski@marriott.com

Coming Up In The September Online Hotel Business Review




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Feature Focus
Hotel Group Meetings: Blue Skies Ahead
After a decade of sacrifice and struggle, it seems that hotels and meeting planners have every reason to be optimistic about the group meeting business going forward. By every industry benchmark and measure, 2017 is shaping up to be a record year, which means more meetings in more locations for more attendees. And though no one in the industry is complaining about this rosy outlook, the strong demand is increasing competition among meeting planners across the board – for the most desirable locations, for the best hotels, for the most creative experiences, for the most talented chefs, and for the best technology available. Because of this robust demand, hotels are in the driver’s seat and they are flexing their collective muscles. Even though over 100,000 new rooms were added last year, hotel rates are expected to rise by a minimum of 4.0%, and they are also charging fees on amenities that were often gratis in the past. In addition, hotels are offering shorter lead times on booking commitments, forcing planners to sign contracts earlier than in past years. Planners are having to work more quickly and to commit farther in advance to secure key properties. Planners are also having to meet increased attendee expectations. They no longer are content with a trade show and a few dinners; they want an experience. Planners need to find ways to create a meaningful experience to ensure that attendees walk away with an impactful memory. This kind of experiential learning can generate a deeper emotional connection, which can ultimately result in increased brand recognition, client retention, and incremental sales. The September Hotel Business Review will examine issues relevant to group business and will report on what some hotels are doing to promote this sector of their operations.