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Hoteliers have told us for years that they have huge amounts of data, but in separate systems. The core issue is that each tool runs on its own data set and doesn't play nice with others. Your PMS is working with one set of numbers and your channel manager with another.That's partly because connecting these systems is nobody's job.

The general malaise that the industry maintains when it comes to doing the hard work of technology and data structure.This is the one initiative that is almost always pushed down the road. Largely because people hope someone else will do it.

I spoke about this topic on HEDNA's stage in Lisbon a couple of weeks back, on how AI is redrawing hotel distribution. Knowing that 79% of what AI knows about a hotel comes from OTAs, metasearch, and editorial sources — and not from the hotel itself, which only accounts for 7.5% — I believe we can agree that AI is filling the gap with third-party data.

A focus on employee well-being can translate to reduced turnover and burnout. Middle management needs to be provided training and education as well as experiences that enables them to be continually learning and growing. Managers and front-line leaders need knowledge, experiential learning opportunities, application practice time plus learning tools that focus on decision making to help create better work environments.

Supervisors and department heads are the bridge between executives and frontline employees. They may indeed be the most consequential leadership layer because they must translate policies, staffing decisions, service standards, and culture into actual workplace practices.

This is what happens when organisations treat people as numbers on a spreadsheet. Line and middle managers absorb some of the most demanding aspects of hospitality work: pressure from senior leaders and owners, the emotional needs of their teams, and the expectations, and sometimes unacceptable behaviour of customers.Good hospitality companies do exist, and many understand this reality.