Occupancy can rise while profit falls. I find where your hotel is losing profitable revenue — from rate structure and channel cost to labour scheduling and F&B contribution — and turn it into a 90-day plan your team can run.
For hotel owners, general managers, asset managers, management companies and small ownership groups.
An independent read on whether the operator is delivering the profit the asset should — before the next budget, or the next contract renewal.
A second pair of eyes on rate, channel cost and labour, with a plan you can take to ownership already ranked.
A diagnostic you can hand to the operator with numbers, owners and dates — not opinions.
A scoped review of one property that is underperforming its set, delivered without disrupting the team.
Rate and pricing
Room-type pricing, rate fences, packages, restrictions, and position against your competitive set.
Distribution cost
Direct against OTA, GDS and wholesale. Net ADR after commission, parity, and channel dependency.
Forecast and pace
Pickup, booking window, seasonality — and whether the forecast actually drives scheduling.
Labour productivity
Hours per occupied room, schedules against forecast, and departmental handoffs.
Food and beverage contribution
Covers, average check, menu mix, and whether F&B adds to gross operating profit or drains it.
Flow-through
How much of each extra revenue dollar actually reaches gross operating profit.
Commercial rhythm
The weekly revenue meeting, decision rights, and follow-through between them.
A ranked diagnosis — urgent leakage, structural issues and longer-term opportunities, kept separate so the first is not buried under the third.
A 90-day plan with actions, named owners and decision dates.
A KPI scorecard — occupancy, ADR, RevPAR, net RevPAR, GOPPAR and labour cost percentage.
An owner and leadership debrief — the conversation where the plan gets agreed, not just delivered.
As general manager of Park Inn by Radisson Azerbaijan Baku, a 269-room hotel, I took the property through a full financial year against five owner targets. The figures below are from the year-end review.
The hotel was named The Best Hotel 2014 — Deliver Results by Carlson Rezidor Hotel Group. Read the full case →
Revenue diagnostic
CA$750
A ranked diagnosis and a 90-day plan. Credited in full against a larger engagement started within 90 days.
See the diagnosticAnnual revenue optimization
CA$20,000 per year
A 12-month revenue optimization engagement for one property. Review pricing, demand forecasts, channel mix and revenue performance with your leadership team; agree priorities, monitor results and refine the action plan throughout the year. Scope, review cadence, responsibilities and any on-site requirements are agreed in writing before work begins.
Discuss scope →Additional specialist support
Quoted on scope
Separate mandates, such as pre-opening, operational transitions or on-site inspections, are scoped and quoted in writing.
Start a conversation →Start with flow-through, not occupancy. Check net ADR after distribution cost, labour hours per occupied room against forecast, and F&B contribution. Most leakage sits in those three.
No. I give an independent view, support the general manager, or set up a working commercial rhythm where no revenue manager exists.
Yes. The diagnostic is remote. On-site work is available when the question is operational rather than commercial.
Twelve months of occupancy, ADR and RevPAR; segment and channel production; the P&L or departmental summary; the forecast and the labour schedule. The exact list is agreed before anything starts.
The CA$750 diagnostic is a five-business-day remote review with a ranked diagnosis, a 90-day action plan and a 60-minute executive session. The CA$20,000 annual revenue optimization engagement provides ongoing review of pricing, forecasting, channel mix and performance across 12 months, with priorities and progress reviewed with your leadership team. Scope, review cadence and any on-site requirements are agreed in writing. The diagnostic fee is credited in full if the annual engagement starts within 90 days.
Over thirty years in the tourism, travel and hotel industry, including general manager roles carrying the full P&L. Cornell General Managers Program. Based in Oakville, Ontario; working across Canada. The introductory call is free and there is no obligation.
Greenmountains Trade Ltd. · Oakville, Ontario · +1 (289) 300-8985