Pia Brenan, General Manager, Park Plaza Hotel
In an interview with Invest:, Pia Brenan, general manager of the Park Plaza Hotel, discussed the evolving dynamics of hospitality and tourism in Winter Park and Greater Orlando, including the state of international tourism. “Overall, the drop in international tourism was the defining story of our year,” Brenan said.
Reflecting on the past year, what changes or milestones have had the biggest impact on the Park Plaza Hotel, and in what ways?
The most significant shift this year was a clear decrease in international tourism, and we felt it most acutely over the summer months. Traditionally, a large share of our guests come from overseas — China, Brazil, Northern Europe, Spain, Portugal, France, Italy, and Canada. This year, tighter border controls and changes in travel plans meant many of those guests stayed home or chose different destinations.
We weren’t alone in that. The broader Orlando area, and especially the Disney corridor, saw a similar drop in foreign visitors, which are a key driver of summer occupancy. For us, it translated directly into softer numbers during a period that is typically very strong.
As we moved into the later part of the year, that impact eased. Our demand mix shifts in the fall. We benefit from being close to Rollins College, when students return, as parents and the university itself generate a lot of business for us. At the same time, as the weather cools down in Florida, wedding season really begins. Park Plaza is a popular choice for wedding blocks and intimate celebrations, so the third quarter and into the winter do not reflect the summer decline as sharply as you might expect. Overall, the drop in international tourism was the defining story of our year.
How would you describe the broader hospitality landscape in your area, and where does a boutique property like Park Plaza Hotel fit in that competitive environment?
Being a smaller, independent hotel, we rely heavily on third-party distribution, which are online travel agencies, or OTAs. They are a critical channel for attracting overseas guests who may not know us by name but are looking for something charming and historic in this region. When those platforms are not able to drive as much international demand, we immediately feel it in our occupancy and revenue. This year, there were two or three months where our revenues were noticeably below what we are accustomed to.
As a boutique hotel, we naturally appeal to travelers who value character, history, and a warmer, more personal experience. Many of our European and international guests live in places with long histories of their own, so they gravitate toward a property that reflects that sense of place rather than a large, standardized resort. Park Plaza offers that. It is intimate, it has stories in its walls, and it feels very much embedded in Winter Park’s identity.
Our location is in a very affluent area. Winter Park is well-to-do, and the types of visitors who come here, along with the parents and families connected to the college, typically have a higher level of discretionary income. That allows us to maintain an average daily rate that is a bit higher than a typical hotel in a heavily tourist-driven strip. At the same time, that higher ADR also means we are quite sensitive to fluctuations in demand. When there is a lower percentage of international visitors, it affects us not only in volume but in the overall revenue mix, so we have to be strategic about how we position the property and which segments we prioritize.
As tourism patterns evolve, what are the biggest opportunities you see as an independent hotel in Florida?
One of the biggest developments for us is that the building we occupy was recently sold. The new owners are very committed to maintaining the charm of the property, which was a key concern for us, but they also recognize the importance of investing in the physical plant. They want to renovate, especially on the exterior, within the boundaries allowed by the city and by the building’s character. Keeping the property in top condition is crucial in a competitive market, and having ownership aligned on that is a major opportunity.
From an operational standpoint, we are very careful about how we time those upgrades so they do not conflict with our high season, group bookings, or special events. At the same time, we continue to refine our niche segments. Weddings are a perfect example. Couples love the character of the building and the setting along the avenue. The hotel photographs beautifully, and guests appreciate having their families stay together under one historic roof, steps from restaurants and shops.
We have also tapped into a growing medical segment. Winter Park is attracting more people seeking high-end medical care, specialty physicians, and top-quality hospitals, including plastic surgery and other elective procedures. We are conveniently located near several of those facilities, so we developed specific medical rates and packages tailored to guests who may need a calm, comfortable place to recover or to support a loved one.
On top of that, we introduced weekly and monthly rates. We are not an extended-stay hotel in the traditional sense — our rooms don’t have full kitchenettes, and there’s no standard microwave or fridge in every room — but we provide access to those amenities in the lobby, and our guests are surrounded by restaurants and services within walking distance. That has opened doors with local real estate agents who work with clients between homes. Maybe they’ve sold their house and are waiting for a new one to be ready or for financing to close. We can offer them a comfortable, well-located temporary home right on the avenue.
We also maintain a Florida resident rate and special offerings for local families in Winter Park and surrounding communities when they have visitors in town. All of these targeted offerings help us remain competitive, not by trying to be everything to everyone, but by leaning into the niches that make the most sense for our location and our character.
How are you thinking about integrating technology without losing the traditional feel that sets Park Plaza apart?
That’s a question we wrestle with constantly. There is definitely a generational shift in expectations, and technology plays a big role in that. But we have to be honest about who our core guest is today. A significant portion of our clientele is older and more traditional. We see many guests from The Villages, just north of us, and others who intentionally seek out a classic-style hotel.
For that reason, we have deliberately shied away from over-automating the experience. If we suddenly switched to iPad check-ins and fully digital processes and simply handed over a key card without much personal interaction, many of our guests would feel something important had been lost. They come here expecting real hospitality.
So we continue to check people in at the front desk, learn their names, understand why they are visiting, and have real conversations. We still have a bellman who takes guests up to their rooms and makes sure they are comfortable. We still issue traditional keys on brass keychains. It’s all part of the story and the experience.
That doesn’t mean we ignore technology entirely — we know we may need to adapt more over time — but our guiding principle is that any new tech must support, not replace, the personal, historic character of the hotel. For now, remaining intentionally traditional is a differentiator, and our guests respond very positively to that.
