HT Talks Tech: Angela Englett, VP of Revenue Management, Dreamscape Hospitality
With more than 20 years of hands-on experience and a passion for data-informed strategy, Angela Englett has built a career at the intersection of hotel operations and revenue innovation.
With more than 20 years of hands-on experience and a passion for data-informed strategy, Angela Englett has built a career at the intersection of hotel operations and revenue innovation. Earlier this month, she was named Vice President of Revenue Management at Dreamscape Hospitality—a role that will tap into her deep understanding of hotel performance, her commitment to guest-first strategy, and her embrace of evolving technology.
Englett’s hospitality journey began in college as a front desk attendant and progressed through roles in reservations and revenue strategy. Along the way, she witnessed—and helped lead—some of the industry’s most pivotal shifts, from manual rate management to predictive analytics and mobile-first guest experiences.
Now at Dreamscape, she’s tasked with building a future-ready revenue team capable of navigating complex tools, changing market dynamics, and emerging technologies like AI. In the conversation below, Englett shares how early mentorship shaped her leadership style, why she believes technology should elevate (not replace) the human element, and how she’s preparing her team—and herself—for what’s next.
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You started your career at the front desk and worked your way up through reservations and revenue strategy. What first sparked your interest in hospitality, and how did you find your way into the tech side of revenue management?
I started working at a hotel on my college campus thanks to a friend who referred me, and I quickly discovered how much I enjoyed the pace and variety of each day. Even early on, while my role was rooted in customer service, I was meeting interesting people, learning something new daily, and discovering how many different career paths hospitality could offer. As I moved into Revenue Management, it became clear that embracing technology was essential to success. The right tools allow us to identify trends and patterns efficiently, which gives us more time to build strategy around those insights—and, most importantly, continue focusing on the guest experience.
I started working at a hotel on my college campus thanks to a friend who referred me, and I quickly discovered how much I enjoyed the pace and variety of each day. Even early on, while my role was rooted in customer service, I was meeting interesting people, learning something new daily, and discovering how many different career paths hospitality could offer. As I moved into Revenue Management, it became clear that embracing technology was essential to success. The right tools allow us to identify trends and patterns efficiently, which gives us more time to build strategy around those insights—and, most importantly, continue focusing on the guest experience.
Revenue leaders today rely on complex tools and analytics, but you bring a foundation in hands-on operations. How has that shaped your approach to hotel tech decisions and strategy?
Technology is a powerful tool, but it shouldn’t replace human judgment or the guest-first mindset that’s so critical in hospitality. I’ve always believed that tech should enhance, not replace, the human element. Our job is to use tools that not only drive profitability but also elevate the guest experience.
Looking back on your 20+ years in hospitality, what are some of the most memorable or game-changing technology shifts you’ve experienced?
One of the biggest shifts has been the emergence of predictive revenue management systems — tools that automate the day-to-day tasks of rate shopping and inventory management. By removing that manual work, revenue leaders can focus on strategy and tailor experiences to guests. The rise of mobile technology has also been transformational. Today’s guests can check in, access their room key, order food, control their in-room settings, and check out — all from a smartphone. What’s remarkable is that they can do all this independently or still opt for personal interaction. That level of flexibility and convenience is a direct result of how far hospitality tech has come.
Mentorship often plays a big role in career growth. Were there any mentors or pivotal conversations that helped guide your path into leadership?
Yes, early in my career I had a general manager who really believed in investing in people. When I expressed interest in Revenue Management, he provided the same training and access to learning that the property’s revenue leader received, before I’d even made the transition. He also gave our team the autonomy to make decisions and, just as importantly, to make mistakes. I learned that great leaders don’t just correct; they coach.
Yes, early in my career I had a general manager who really believed in investing in people. When I expressed interest in Revenue Management, he provided the same training and access to learning that the property’s revenue leader received, before I’d even made the transition. He also gave our team the autonomy to make decisions and, just as importantly, to make mistakes. I learned that great leaders don’t just correct; they coach.
You’ve led revenue strategies at both portfolio and regional levels. Can you share a project or initiative where technology played a key role in improving outcomes or solving a tough challenge?
When managing a large portfolio, technology plays a critical role in helping prioritize where to focus. For example, if I were reviewing performance across 100 hotels and noticed that overall revenue was down year-over-year, that topline number alone wouldn’t be enough to act on. With the right tools, I could drill down into the data to isolate patterns — say, discovering that ten properties in the same market were underperforming due to similar issues in specific segments or distribution channels.
That level of visibility allows for smarter, more targeted action. Instead of trying to solve the problem across all 100 hotels, technology helps narrow the scope, prioritize the most impactful levers, and implement strategies that drive measurable improvement in both revenue and profitability.
Hotel tech has evolved dramatically—from Excel spreadsheets to AI-driven forecasting tools. What tools or capabilities are you most excited to use or see mature in the next few years?
I’m particularly excited about the continued evolution of AI and how it will further integrate into daily workflows, not just for revenue strategy, but also for improving the guest journey and influencing spend behavior both pre-arrival and onsite. As AI becomes more sophisticated and intuitive, it will unlock new opportunities for personalization, efficiency, and profitability across the hospitality ecosystem.
Now that you’re at Dreamscape Hospitality, how are you thinking about building a future-ready revenue team—especially in terms of tech literacy and adaptability?
My goal is to build a team that sees technology not as a threat, but as an enabler. We want our people to feel empowered to use evolving tools to do their jobs more effectively. That means cultivating a culture of curiosity, collaboration, and continuous learning. Technology is constantly changing, and the teams who thrive are the ones who embrace that change, not just react to it.
What advice would you give to someone working in front office or reservations today who wants to follow a similar path into hotel tech and revenue leadership?
Don’t be afraid to ask for a seat at the table. Curiosity is a strength—use it to your advantage. Seek out mentors who will help guide your growth and aren’t afraid to share knowledge. Be open to where the journey takes you; the path may look different than you expect, but that’s often where the best opportunities lie.