pricing

You should already have enough forward bookings to make meaningful evaluations, but are you early enough to intervene if something does not add up

Revenue strategy changes as portfolios grow. What works at the individual property level doesn’t reliably extend across multiple hotels, markets, and teams

With fewer big events, more hotels, and demand spread thinner, success is no longer about winning three great nights

Pace is information, not a verdict. The hotels that win long term are the ones that treat pacing gaps like clues, not emergencies

AI can make revenue management work leaner and more precise, but without the right prompt, results are mediocre at best or, at worse, harmful

Best asset managers understand Net Operating Income is the only metric that counts. ADR and RevPAR are vanity metrics if they don’t flow to the bottom line

Marketing fails when it operates downstream of demand formation. So even when marketing looks active, growth feels stuck

The problem is not that ChatGPT is “bad at revenue management.” The problem is that it does not actually do revenue management at all

Displacement is one of the clearest ways to protect peak dates, reduce revenue leakage, and make smarter pricing decisions

We are entering an era where the Revenue Manager is no longer the person who updates the system, but the one who orchestrates the commercial strategy