Ana Helena Malheiros, commercial director of The Westin Porto de Galinhas, leads hospitality expansion with a focus on operational efficiency

With over three decades of experience in the sector, Ana Helena Malheiros, commercial director of The Westin Porto de Galinhas, is leading a strategy that combines operational standardization, data use, and integration with international networks to expand the presence of world-class hotels in Northeast Brazil. The resort, the first Westin brand in Brazil, has become the family group's main asset and the basis for an expansion plan that includes new developments in the country.

With a degree in psychology, Malheiros is part of the family responsible for the companies Fábrica de Hotéis, focused on project development, and PGA Hotéis, which manages the operation of the assets. The structure operates in partnership with Marriott International, with local management and access to global brand and distribution standards. Under this model, The Westin Porto de Galinhas received recognition from the chain as the best all-inclusive hotel in the Americas.

The group's operational strategy is based on three pillars: process standardization, a culture of hospitality, and data-driven management. According to the executive, the use of guest history allows for anticipating demands and personalizing the experience, while discipline in cost management has been crucial in projects to reposition existing assets. Consistency of experience is treated as a central element to enable scalable growth.

The resort also marked the beginning of a broader agreement with Marriott for expansion in Brazil. The plan includes the introduction of the City Express by Marriott brand, geared towards a lean operating model and focused on travelers seeking predictability and value. The pipeline foresees up to 30 hotels over 15 years, with the first units concentrated in the Northeast.

Among the projects under development is the construction of a hotel in the Suape Complex, in Pernambuco, with an estimated investment of around R$ 60 million. Other units are being studied for destinations such as Porto de Galinhas and Cabo de Santo Agostinho, as well as capital cities and secondary cities with growing corporate demand.

A significant part of the strategy involves converting existing hotels. According to Malheiros, there are well-located assets operating below their potential due to brand, distribution, or operational model issues. In this context, partnering with international brands tends to increase occupancy rates and revenue predictability, a trend already occurring in other markets.

Integration with Marriott follows global standards, but allows for adaptation to local realities, especially in conversion projects. This balance has been cited as a factor in accelerating results without compromising business continuity.

The growing demand for travel in the Northeast, including recurring trips and corporate events, supports the focus on more standardized and efficient products. The combination of local capital, family management, and partnerships with international networks positions the group to capture part of this growth, at a time when the sector is seeking economies of scale and greater performance predictability.

Reporting by: Mary de Aquino.

Photo: Divulgação.