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Understanding Opting-In and Opting-Out Strategies Knowing the difference between opting-in and opting-out is essential when aiming to influence behaviour and drive change effectively. The "default option" principle can be applied to almost any business or operational process, allowing organisations to guide decisions without lengthy explanations or losing control over outcomes.

I would prioritize two things amid the myriad issues of opportunity and concern: 1) Improve measurement, data collection, data analysis, and reporting at the property level on sustainability performance, at least with energy, waste, and water, but then move on to other elements.

In 2026 hospitality should prioritise shifting from surface-level sustainability actions to systemic change through investment in leadership training. While technical improvements remain important, the primary focus must be on transforming internal mindsets.

As we say goodbye to 2025, I am optimistic for the future of the hospitality industry in 2026 and beyond, it is truly a resilient business. Travelers continue to seek a memorable experience and the corporate sector is back doing events that fuel our economic growth!

Profitability is what every budget really comes down to. Still, building a budget is more than just organizing or plugging numbers into the excel file (If it´s your go-to tool, still). It's about understanding what is coming in, what's going out, and how your revenue plan ties everything together.

For our 2026 budget, my primary focus will be on sustaining brand awareness and strengthening the property’s positioning. Guests today are increasingly attentive to consistency; they expect the same level of quality and service regardless of market conditions or rate fluctuations.

In the future, brands and OTAs will need to: Reduce their inventory and storytelling — so it's portable, embeddable, and instantly bookable anywhere. Invest in API-first distribution — enabling social, AI, and agent ecosystems to transact on their behalf.

That's an interesting question. However, I don't believe social media will become transactional when it comes to travel and hospitality. That doesn't mean it can't and won't become so for other industries - I can see this already happening for everyday purchases: apparel, jewelry, consumer goods, clothings, etc.

Good one! 💡 I definitely get a lot of product and service inspiration through my social media feeds. Entertainment is a big factor, but as someone tied into the hospitality sector, I particularly enjoy seeing industry offerings—whether that's cutting-edge technology or tangible experiences like hotels, resorts, and restaurants.

The shift toward experience-based booking is absolutely transforming the game. AI can finally solve the paradox of choice. Hotels can now showcase everything they offer but in a way that's targeted and relevant. Don't sell me a romantic getaway when I'm traveling alone.

There is a massive industry gap here. Full stop. Discussion about this capability in the industry is topical. Those in a position to enable it are few, if even thinking about it. Packages are a clumsy solution to the underlying problem of being able to successfully deliver rooms digitally.

If the game has shifted...so must our KPIs. Today's revenue leaders must zoom out and focus on TRevPAR, capturing not just what happens in the room, but around it. Whether you're luxury or budget, you can take advantage of experiential revenue, something that thanks to digitalization, every hotel can play (and not only ultra-luxury resorts).

The problem isn't that personalization fails on property. The problem starts much earlier: we still don't speak the right language of guest experience in the digital space. Take booking. A traveler may want a big bed, a walk-in shower, and a quiet location.

Online personalisation is easy, as it's mostly a pattern-matching algorithm between known guest preferences and available services. It isn't personalisation, rather just mass customisation. On property, a guest walking around is essentially anonymous, even after checking in.

This is a question at the heart of hospitality’s digital transformation. Hotels excel at digital personalisation (curated offers, smooth booking, and tailored communications) because online, data is structured, accessible, and actionable.

The end of the hyperlink economy may very well also mean the end of Google domination. Owning 92% of online searches worldwide, Google has long been in a quasi-monopoly situation, but this is shifting quickly, as people are catching on the ease of using LLM for search purposes: ChatGPT, Perplexity, Claude, Mistral, Deepseek...

The Fundamentals Stay the Same Discovery may shift from hyperlinks to AI answers, but advertising still rests on the basics: segmentation, targeting, positioning, and brand building. These don"t vanish when the funnel compresses — they adapt.

The investment won't be any less; maybe more. The search landscape, whatever its form, will inevitably migrate back to Google, a shift that the introduction of Gemini inside the browser will only accelerate. If the OTA model is truly sidelined, Google may look to take a significant portion of that revenue stream for itself.

If the real question is about skills, mindset, and capabilities, then here's my take: Skills: a Revenue Manager today must think strategically, not just tactically. Revenue management is about defining where the business should go in terms of product and revenue in the next 3–5 years.

A broader skill set — especially in marketing — is becoming increasingly beneficial. Since specialized tasks can now be handled perfectly by AI, commercial roles are moving closer together. This shift makes broad, cross-functional skills more important than ever.

The Revenue Manager we need today looks very different from the one many hotels still have in place. The role can no longer be defined by Excel spreadsheets and static reports. The markets move too fast, the data is too complex, and the opportunities are too big to leave in the hands of manual processes.