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If you are a revenue manager, your morning routine is a good place to start. Every revenue manager has one that sets up the week ahead: On Monday you open the usual reports and check how the hotel is pacing, how pickup compares with last year, where the forecast sits against budget and how your rates look against the market. Immediately you can see the problem, and the opportunity.

Improve guest communication What goes in: Ask the AI to read your entire website, your concierge mailbox (for tone of voice and context), and supplement it with additional information that only lives onsite (like your Wi-Fi password).

What goes in:The reservations or sales inbox, plus live rates and availability from the PMS and the hotel's own meeting-room PDF and website.What comes out:For every group or meeting request that arrived after the front desk closed, a drafted quote sits in the reservations inbox.

Short answer: In many hotels, yes. We ask teams to think like owners, then reward them like department managers.My position is clear: the whole leadership team should share one final objective, and that objective is GOP. What the hotel actually keeps after operating costs.

This is a topic that is coming up with increasing frequency in my conversations with hotel leadership teams and asset managers. And the reality is that far too often, departmental goals are disconnected from one another and, more importantly, from the financial objectives of ownership.One thing I advocate for passionately is the implementation of a balanced scorecard that aligns every department, every leader, and ultimately every individual with the overarching objectives of the asset.

If we want teams to optimize profit, we have to stop paying them to optimize something else.Owners and operators will always struggle with paying a sales manager more for a lower-rated piece of business. But if that business fills a need period, costs less to service, or has big ancillary revenue contribution, that may be exactly what they should do.

Beyond Pampering: Hotels Must Become Partners in the Guest's Wellbeing JourneyI believe the future of hospitality wellness lies in conscious restoration—the “Golden Glue.” Hotels must move beyond traditional pampering and purely clinical approaches to become partners in their guests’ lifelong wellbeing journeys.Throughout three decades in spa and wellness, I have witnessed evolving expectations.

The introduction makes a very strong case for The Golden Glue as being the Golden Mean or Goldilocks Zone of taking guests where they are in their individual wellness journeys then giving them the right mix of well-serviced programming along with those activities that will inspire guests to be more resilient.

The most effective role sits between hospitality and wellbeing. Hotels can offer everything from restorative experiences and relaxation to fitness, movement, nutrition, and performance-focused programmes. The key is recognising that wellbeing looks different for every guest and providing a range of experiences that allow individuals to engage in the way that best suits their needs and goals.The real opportunity is to create environments that help people feel their best.