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A fully automated hotel is not the future of hospitality. It is a different product category entirely and comparing the two does a disservice to both. The self checkout analogy is bit construed in my opinion. Self-checkout did not evolve retail.

As a hotel General Manager, I see the human-free hotel as an evolution in efficiency, but not a replacement for hospitality. Automation can significantly improve the guest journey by streamlining check-in, room access, payments, and routine service requests.

I have no problem with hotels using more technology. Guest apps, keyless entry and digital check-in can make things easier for guests and save my team a lot of repetitive work.But a hotel with no people involved in the guest journey is different.

Thank you, Simone, for raising a critical question about marketers’ essential role as AI reshapes the workplace. I see broader applications of this question across job functions beyond marketing.Specialization remains important in hotel marketing.

Are we over-specializing in hospitality digital marketing? The well-known idiomatic proverb “Jack of all trades, master of none" provides the answer to this question. Twenty years ago, a hospitality digital marketer could become a Jack of all trades.

LLMs are changing where value sits. In the past, deep knowledge of how to execute a specific task created an advantage. Today, I can use an LLM to understand the mechanics, explore options and complete work that once required a narrow specialist.This makes the big picture more important, not less.

As a former PT and pre-med, I can tell you confidently that 99.9% of people don’t exercise properly. So, yeah fitness definitely has a place at hotels, both for allowing people to stay active while traveling but also in teaching them how to move properly.

Is fitness over? It was never the destination. It was always about wellness, and wellness has two dimensions, not just one. Wellness is that of an individual's mind, body, spirit, soul. Sustainability is wellness of a people, a place, and the planet.

An important aspect to consider is that people vary widely in their interest level when it comes to fitness. While physical movement is a fundamental part of well-being, not everyone is interested in making strides in fitness or recreational activities.

The booking itself isn't the important part—it's the fact that it can be fully tracked from an AI conversation to a completed reservation.Right now, AI advertising generates very little volume, but every new channel starts small.Hotel metasearch followed a similar path before becoming a major source of direct bookings.AI could go even further because it helps travellers discover hotels, not just compare prices.Instead of searching, clicking and comparing multiple websites, people may eventually book through one conversation.If that happens, AI will become both a discovery tool and a booking channel.Hotels will need to make their prices, availability and hotel information easy for AI to understand.It's too early to draw conclusions from one booking, but it's an interesting sign of where hotel distribution could be heading.The real milestone isn't the ROAS—it's proving that an AI conversation can lead directly to a measurable booking.

The initial response—cool! How gratifying to witness this given all your years in this space. I was at Google last week hearing firsthand how digital advertising is evolving in this new search era.By comparison, Metasearch aggregated rates and redirected intent.

Booking.com just recently shared that only 1% of their revenue is presently generated via AI traffic. Doesn't seem like much, and at first glance this low figure seems to corroborate the view that AI is primarily a top- and mid-funnel channel.

1. More than a great idea, an imperative but still some years away to mainstream adoption as no widespread/recognised framework exists for triple materiality, yet.2. If it can be proven to increase future asset value, possibly meet/exceed local planning requirements and to offer a more relatable and reassuring sustainability alignment message to guests' own narratives.3.

Under the Corporate Sustainability Reporting Directive (CSRD), companies are expected to disclose how their climate targets align with the global goal of limiting warming to 1.5°C. While the CSRD does not require organisations to obtain approval from the Science Based Targets initiative (SBTi), it does require transparency about whether their emissions-reduction targets are science-based and consistent with climate science.

Double materiality is an important step forward, but on its own it does not yet tell us whether hospitality is moving fast enough - or in the right direction - relative to planetary and social thresholds. That is why the idea of triple materiality is so compelling.In principle, it is exactly the challenge our sector now needs.

Hotels should continue reducing unnecessary rate leakage because it protects pricing integrity, strengthens partner relationships and improves profitability. But pursuing absolute zero leakage is increasingly unrealistic in a fragmented global distribution ecosystem.

Zero rate leakage is a bit of a fantasy: a room that never appears cheaper elsewhere.Distribution is a network. A room moves from hotel to wholesaler to bedbank to affiliate to OTA, and every layer that is added also removes visibility.

Asking whether hoteliers should stop chasing rate leakage suggests accepting contract breaches as a routine cost of doing business. The issue isn't technological complexity or API caching—it is a direct breach of written commercial agreements.Historically, wholesale rates resided in printed brochures as opaque, bundled packages—a volume trade-off generating incremental demand without exposing room pricing.What changed?

After more than 35 years in hotel leadership, I've seen our industry evolve through major technological shifts. I began my career as one of the youngest leaders in the hotel, and today I'm often the person with the deepest institutional knowledge and operational experience.

My first honest lesson with AI was this: the technology was never the hard part. The people were. Our earliest AI applications were practical — sentiment analysis and review response support, demand forecasting tools, and pre-arrival personalization.

As a General Manager, my biggest learning has been that AI is not a replacement for hospitality—it is an enabler of better hospitality.Our first steps with AI focused on improving productivity rather than replacing people. We have used AI to support content creation, communication, brainstorming, data analysis, guest feedback summarisation and operational planning.

Fix your data first. Compset, segmentation, rate mapping, etc. AI is only as good as the data behind it and most "AI failed" stories are really mapping stories. The bottleneck moves from analysis to decisions. When analysis takes minutes instead of days, the question becomes who decides, how fast, and which old meeting you can delete.

I think we're making the same mistake we make with every technological evolution (again, NOT revolution): we OVERestimate what AI will do in the next six months and UNDERestimate what it will do over the next six years. Today, I don't think there's a single killer application that every hotel should rush to deploy.

There's no shortage of AI noise, but most of it won’t tell you where to start. Here’s what I’d advise someone tackling it for the first time: Start with the problem, not the technology - The wrong question to start with is "how can we use AI?" The right one is "where does my team spend time on things that shouldn't need a human?” Repetitive guest messaging, manual reporting, rate updates, back-office admin.

After more than 35 years in hospitality across Marriott, The Ritz-Carlton, Courtyard, Sheraton, and Hard Rock, I've witnessed a fundamental shift in what defines a successful General Manager.Earlier in my career, the GM's role centered on service excellence, team leadership, culture, and guest satisfaction.

The tension described in this question is not a future concern for luxury GMs. It is the daily reality of the role right now. I oversee two properties within a complex institutional ownership structure with exacting financial standards.

The expectations of a luxury hotel General Manager have changed significantly over the past decade. Today, owners are looking for more than operational excellence, they expect a trusted business partner who understands investment priorities, protects asset value, and can confidently navigate an increasingly complex ownership landscape.From my perspective, however, this evolution should not come at the expense of what defines our industry.