Appointments & Promotions

Ellen Ruane New GM of Hilton Long Island - Huntington

June 28, 2011 - The Dow Hotel Company, LLC (DHC), a hotel ownership investment and management company, today announced that Ellen Ruane has been named general manager of the company’s 304-room Hilton Long Island/Huntington in suburban Long Island, owned by a joint venture between New Jersey-based Prudential Real Estate Investors and DHC.

“Ellen has a wide range of experience in the hospitality industry, which will be a great asset to the Hilton,” said Murray Dow, chief executive officer of The Dow Hotel Company. “The Hilton Long Island - Huntington has one of the area’s largest meeting facilities, which means we will attract groups from around the world. Her depth of experience will help the hotel to expand its leadership position in the market.” Ruane managed several properties, including the Founders Inn and Spa, Virginia Beach, VA; the North Maple Inn, Basking Ridge, NJ; and The Forrestal at Princeton, Princeton, NJ.

Ruane earned a Bachelor of Arts Degree from Montclair State University in Monclair, NJ with a major in Political Science.

Located at 598 Broad Hollow Rd., in the heart of Melville’s business district on the Route 110 corridor, the property is just 45 minutes from JFK airport, with easy proximity to New York City and the Hamptons. The full-service hotel features several resort amenities, including both indoor and outdoor pools, a fitness center and tennis courts, as well as two restaurants and 26,000 square feet of meeting space.

Founded in 1997, Seattle-based The Dow Hotel Company is a hotel owner/investor and operator of 12 first-class, full-service hotels with properties throughout the United States. The company’s portfolio of owned and managed properties consists of institutional-grade hotels, under such brands as Marriott, Hilton, Embassy Suites, Doubletree, Sheraton, and Crowne Plaza. The company aggressively seeks to acquire, co-invest with joint venture partners and/or manage mid- to large-size, first-class, full-service hotels, especially those with extensive food and beverage capabilities.

The company currently operates food and beverage facilities around the nation, ranging from casual dining to upscale, bars/lounges with Starbuck and Tully’s coffee outlets. In addition to Basil’s Kitchen, the division’s proprietary restaurant concepts include SunSpot, BC Bistro, and Basil’s Bistro.

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.