Ms. Uber

Liz Uber

Vice President of Revenue Management

Pillar Hotels & Resorts

Liz Uber currently serves as Vice President of Revenue Management for Pillar Hotels & Resorts. She leads the corporate revenue management team, and is responsible for identifying and implementing strategies that maximize revenue, while focusing on improvements in market share.

Ms. Uber joined Pillar Hotels & Resorts in 2005 as the General Manager of the Holiday Inn – Downtown in Atlanta, Georgia. She was later promoted to area roles with the company, including the Area Director of Sales, and Area Director of Operations positions. In 2010, she joined the revenue management team to further develop the department for greater performance and growth opportunities. In 2012, her team received Marriott’s award for Revenue Management Team of the Year – Western Division.

Prior to joining Pillar Hotels & Resorts, Ms. Uber held positions as Area Director of Revenue Management, and General Manager with Meyer Jabara Hotels in Southern Connecticut and Baltimore, Maryland. She was also Director of Sales & Marketing, and then General Manager for a nationally recognized historic hotel in New England for two years. Ms. Uber started her career in the hospitality industry with Bristol Hotels & Resorts, serving in several different management positions, including Human Resources Manager, Director of Housekeeping, Front Office Manager, and Sales Manager.

Ms. Uber is involved in a variety of charitable organizations, both independently and through work. She is especially involved in supporting Special Olympics, which is the designated charity adopted by Pillar Hotels & Resorts. She holds a Bachelor of Science degree from Texas A&M University, and remains active in her school’s alumni network.

Ms. Uber can be contacted at 972-830-3100 or Elizabeth.Uber@pillarhotels.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.