Appointments & Promotions

Karen Watson Named Spa Director at the Sagamore

AUGUST 6, 2008. Karen Watson has joined The Sagamore as spa director of The Sagamore Spa and Fitness Center. Watson brings nearly ten years of spa management experience to her new position, garnered in leading hotel destination spas across New England.

At The Sagamore, Watson will be responsible for the overall operations of the spa, salon, fitness and waterfront activities. This includes staff development and training, design and implementation of new services, treatments and activities, quality assurance, budgeting and guest relations.

Prior to joining The Sagamore, Watson was spa manager of Turning Stone Resort and Casino in Verona, NY, where she managed four distinct operations within the resort including The Salon and Day Spa, Tower Fitness Club, Skana Spa and Lodge Fitness Center. She was an integral part of the team involved in concept, design and opening of Skana Spa in 2006. Before that, Watson was with Canyon Ranch in the Berkshires in Lenox, MA, where she began her career in 1999 as Program Coordinator. She worked her way through a variety of positions of increasing responsibility, including massage administrator and massage director, ultimately being named assistant spa manager in 2004.

Watson's professional affiliations include membership in the International Spa Association (ISPA) and New York Spa Promotion Alliance (NYSPA), where she has served on the Board of Directors since 2007.

Recently renovated, The Sagamore Spa and Fitness Center preserves the resort's singular setting overlooking Lake George and the Adirondacks while expanding and enhancing its atmosphere of tranquility. The Sagamore Spa offers 13 treatment rooms in which guests can enjoy a wide selection of services performed by specially-trained and licensed therapists, including the newly-added Crystalline Massage and Facial.

In addition to its range of spa amenities and treatments, the facility features a 3,800-square-foot glass-enclosed exercise studio with panoramic views of Lake George. State-of-the-art equipment and a comprehensive array of exercise classes and opportunities, including stretching, aerobics, step aerobics, water aerobics, yoga and private hikes up an Adirondack peak, are among the Spa's offerings. The center offers advanced cardiovascular and fitness equipment, including a 12-station Cybex(R) Strength Circuit, Stairmasters(R), Lifecycles(R), Concept II Rowers and True Treadmills. Personal training, fitness evaluations and personalized home exercise programs are available as well.

Coming Up In The October Online Hotel Business Review


Feature Focus
Revenue Management: Measuring All Hotel Revenue Streams
Revenue Management is a dynamic and ever-evolving profession and its role is becoming increasingly influential within hotel operations. In some ways, the revenue manager's office is now the functional hub in a hotel. Primarily this is due to the fact that everything a revenue manager does affect every other department. Originally revenue managers based their forecasting and pricing strategies on a Revenue per Available Room (RevPAR) model and some traditional hotels still do. But other more innovative companies have recently adopted a Gross Operating Profit per Available Room (GOPPAR) model which measures performance across all hotel revenue streams. This metric considers revenue from all the profit centers in a hotel - restaurants, bars, spas, conference/groups, golf courses, gaming, etc. - in order to determine the real gross operating profit per room. By fully understanding and appreciating the profit margins in all these areas, as well as knowing the demand for each one during peak or slow periods, the revenue manager can forecast and price rooms more accurately, effectively and profitably. In addition, this information can be shared with general managers, sales managers, controllers, and owners so that they are all aware of and involved in forecasting and pricing strategies. One consequence of a revenue manager's increasing value in hotel operations is a current shortage of talent in this field. Some hotels are being forced to co-source or out-source this specialized function and in the meantime, some university administrators are looking more closely at developing a revenue management curriculum as a strategy for helping the hospitality industry close this gap. The October issue of the Hotel Business Review will address these significant developments and document how some leading hotels are executing their revenue management strategies.