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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.

A good website/ digital marketing, a decent loyalty offer, and a solid booking engine are essential for all hotels to keep a meaningful share of guest relationships. The role of the OTA should be to bring new guests to a hotel.

The debate suffers from oversimplification. First-party data is strictly contextual to the operational stage being executed—no single entity holds complete ownership.Digital Discovery & Booking: OTAs capture top-of-funnel acquisition data for indirect channels.

It is neither myth nor luxury; it is the precondition for controlling a hotel's own commercial destiny.The "myth" argument conflates two failures. Yes, most hoteliers have underinvested in direct channels for decades, and that failure lies with the industry, not the OTAs.

The percentage is the wrong question. Strategy is the right one. Throwing 6% at marketing without a plan wastes 6%. Spending 2% with clear priorities and discipline beats it every time. Here's what matters more than the number: Where are travelers actually finding you today?

I’d encourage hoteliers to approach budgeting from a slightly different direction. Every reservation that comes from an OTA costs 15% to 18%… or more. And too many hotels receive too large a share of their revenues from OTAs. Consider a very conservative example.

Let's take a step back. Before diving into traditional budget allocation, given travelers' growing openness to adopting AI-enabled services (over 70%, according to Accenture's 2026 study), hotel properties should start considering Agentic AI as a primary customer acquisition channel.What does customer acquisition via Agentic AI look like?

From my experience leading spa and wellness teams, confidence grows when team members understand what is expected, receive the right training and tools, and know their leaders will support thoughtful decisions.In hospitality, employees must often respond in the moment.

A phrase I use to govern any project and life in general is: "Show me the incentive, I'll show you the incentive."The simple fact that we have KPIs often means we try to optimize for those KPIs as a proxy for the guest experience, but it ends up being a facsimile.

Sustainable hospitality excellence begins at the top. Leaders must align around a clear mission and values and visibly walk the talk. Culture is not what appears on a wall; it is what colleagues experience through inclusion, recognition, support, communication and accountability.Empower people to make decisions in the interest of guests and colleagues within sensible guardrails, and recognize the small wins.