Winning with a Wealth of Wisdom: Forty Over 40
January 5, 2026 | Careers
Everything you do up until age 40 is just research, Carl Jung famously said. And everything after? Well, 𝘵𝘩𝘢𝘵’𝘴 the work that gets you onto your industry’s Forty Over 40 list!
As such, OTO Development’s Diana Gonzalez and Eric Monteiro have been named to Hotel Management magazine’s 2026 class of Forty Over 40, recognized among a wise cohort who bring a wealth of experience to work.
These honorees embody the epitome of leadership, vision, and resilience, serving as an inspiration to the next generation of hoteliers and shaping the future of the hospitality industry.
Diana began her OTO journey in 2021 as a Sales Manager in Washington, D.C., working across two properties where she built a strong foundation in hotel sales, deepened her understanding of market dynamics, and developed key client relationships.
Her dedication and performance led to a promotion as Opening Director of Sales at Beal House, part of Hilton’s Tapestry Collection, in Fort Walton Beach, Florida. In this role she expanded her leadership skills and strategic thinking while learning more about how to drive revenue through targeted sales initiatives.
In June 2024, Diana accepted her current position as DOS at AC Hotel Jacksonville St. Johns Town Center in Jacksonville, Florida, overseeing sales operations and developing strategies to meet and exceed revenue goals. She coordinates alignment across all departments to ensure the hotel delivers an exceptional guest experience. Other responsibilities include identifying new business opportunities, nurturing client relationships, and analyzing market trends to stay competitive.
As Corporate Director of Marketing & Digital Strategy at OTO Development, Eric leads a marketing team that drives strategy for a portfolio of 54 branded hotels nationwide. He oversees department operations, vendor and brand partnerships, and internal teams to align strategy and execution.
His role centers on maximizing market impact through strategic channels and innovative tools, with work spanning creative, digital, social media, and SEO initiatives, ensuring each property stands out while staying within brand guidelines from partners including Marriott, Hilton, Hyatt, and IHG.
Through these efforts, Eric has increased marketing-generated revenue by 15% YOY, realigned the department, clarified goals, and optimized project workflows. He brings a depth of experience from more than 25 years in marketing, including two decades in hospitality, managing multiple brands and properties in the U.S. and abroad.
Following is Hotel Management’s full Q&A with Diana and Eric:
HOTEL MANAGEMENT: What made you choose hospitality as a career?
DIANA: My journey began with a desire to be part of an industry that thrives on service and innovation. Starting as a Sales Manager gave me firsthand exposure to the fast-paced nature of hotel operations and the impact that a strong sales strategy can have on a property's success. As I progressed into leadership roles, I found fulfillment in mentoring teams and contributing to the overall vision of each hotel where I’ve worked.
What truly motivates me is the opportunity to connect with people — whether it’s guests, clients, or colleagues — and to turn those connections into long-term partnerships. Every day brings new challenges and opportunities, and that’s what makes this career both exciting and rewarding.
ERIC: My love of travel and new experiences led me to a career in hospitality marketing. I was born into an international family and, early in my career in Miami, worked alongside a diverse group of colleagues and experiences that opened my eyes to the world. Hospitality marketing felt like a natural fit, a way to combine that love of travel with my skills in strategy, creativity, and analytics.
With a Brazilian parent, Argentine in-laws, and a wife and children who share my love of travel, I’ve been fortunate to explore destinations across the Americas and Europe, with many more adventures ahead. Experiencing hospitality firsthand has deepened my understanding, which informs the way I create programs that connect hotels with guests in meaningful ways.
Over time, I’ve learned that adaptability, collaboration, and data-driven decision-making are key to delivering engagement, loyalty, and measurable results.
HOTEL MANAGEMENT: What is the most pressing challenge you’ve faced on the job in the past year? How did you resolve it?
DIANA: The most pressing challenge I faced this year was increasing our group business rates while maintaining strong booking volume and client satisfaction.
To tackle this, I compared competitor pricing and demand trends. I worked closely with our revenue management team to identify optimal rate adjustments that aligned with value perception and seasonality. At the same time I focused on enhancing the property's value proposition by highlighting our unique offerings and providing a personalized touch during client negotiations.
As a result, we successfully implemented higher group rates while also seeing an increase in average revenue per booking; at the same time, we strengthened client relationships through transparency and added value.
This challenge reinforced the importance of strategic pricing, market awareness, and team alignment in driving sustainable growth.
ERIC: One of the most pressing challenges I faced over the past year was stepping into an already established marketing team and realigning their strengths to optimize both individual contributions and overall proficiency. Each person brought unique skills, but roles weren’t structured to fully align their talents, requiring a recalibration to address the demands of multiple brands and strict compliance to brand standards.
To address this, I assessed each team member’s abilities, reassigned responsibilities where appropriate, and clarified workflows and goals. At the same time, I invested time in learning the nuances of each brand, hotel, and market.
The result is a more cohesive, adaptable team that works efficiently across the brands, drives effectiveness, and continues to grow, reinforcing the importance of alignment, collaboration, and adaptability in achieving both team and organizational success.
HOTEL MANAGEMENT: In your opinion, what is the biggest concern or threat facing the success of the global hotel industry, and how would you propose addressing it?
DIANA: One of the biggest threats to the global hotel industry is the growing unpredictability of travel demand caused by economic instability and shifting consumer behavior. These factors are making it increasingly difficult for hotels to forecast occupancy, maintain profitability, and plan long-term strategies.
Additionally, the rise of alternative accommodations and digital platforms has intensified competition, pushing hotels to evolve both offerings and pricing models. Guests now expect more personalized experiences, flexible booking options, and seamless technology integration — all while remaining cost-conscious.
To address these challenges, our industry must prioritize adaptability and innovation. Hotels should invest in advanced data analytics to better understand market trends and customer preferences, allowing for more agile decision-making. Diversifying revenue streams — such as offering co-working spaces, wellness programs, or local partnerships — can mitigate reliance on traditional room bookings.
Equally important is workforce development. The industry must focus on attracting and retaining talent by offering competitive benefits, career growth opportunities, and a positive work culture. A strong, motivated team is essential to delivering consistent guest experiences and navigating periods of uncertainty.
By embracing technology, enhancing operational flexibility, and investing in people, I believe the hotel industry can build resilience and remain competitive in a rapidly changing global landscape.
ERIC: The global hotel industry faces a constantly shifting consumer maze. Just as the post-COVID travel surge begins to settle into a new normal, economic uncertainty continues to influence booking behavior, including global conditions and fluctuations in travel costs. Business travel is rebounding, which is encouraging for corporate revenue, but the leisure market remains essential.
Hospitality marketing must continue to inspire a sense of adventure and excitement to keep travelers engaged. At the same time, consumer expectations for personalized experiences, sustainability, and seamless digital interactions are rising, creating pressure to innovate.
To address these challenges, hotels must prioritize fast-paced, data-driven decision-making, using analytics to understand shifting preferences and adjust offerings accordingly. Targeted marketing, loyalty incentives, and thoughtful engagement across both digital and physical touchpoints can help maintain occupancy and drive revenue.
By staying adaptable and responsive, the industry can navigate uncertainty, foster guest loyalty, and ensure long-term success.
HOTEL MANAGEMENT: Please share some candid thoughts on the pros and cons of working in the hotel industry.
DIANA: Hospitality is all about creating memorable guest experiences. If you enjoy working with people, this industry offers daily opportunities to connect, serve, and make a difference. The hotel industry provides clear paths for advancement. Many professionals, including myself, have grown from entry-level roles to leadership positions through hard work and dedication.
Meeting revenue targets, handling guest complaints, and managing staffing can be stressful, particularly during peak seasons. The industry is vulnerable to external factors like economic downturns, natural disasters, and global events that can impact travel demand.
ERIC: Early in my career, an interviewer told me that hospitality is a great industry because it’s everyone’s job to be nice. I’ve never forgotten that because it captures the heart of the industry: creating a culture where everyone’s role contributes to making guests feel welcome and cared for. Support and teamwork run through every level of the hotel industry, from front-line staff to corporate leadership, providing endless opportunities to create meaningful experiences for guests, whether they are traveling for business or pleasure.
A major perk is the exposure to other properties, both locally and internationally, learning what works, what could improve, and how different markets approach similar challenges. Networking with peers is inspiring and often sparks new ideas. Of course, travel perks are a bonus, but so is the chance to work in an innovative environment where problem-solving and creativity are essential. Adapting to constantly changing consumer behavior and navigating economic fluctuations keeps the work challenging.
The rewards and making an impact on guests’ experiences far outweigh any of the challenges.
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