Helping hotels make technology work for their operation — not the other way around

I help hotels make better technology decisions, prepare for and support implementations, and get more from the systems they already have. The starting point is always the operation — how the hotel actually works, where the friction is and what needs to change.

I’ve worked across hotel operations, hotel openings and financial systems, as well as leading and supporting more than 150 hotel PMS and financial systems implementations internationally. That means I understand both sides of the conversation — what the technology needs to do and what actually has to work in the hotel.

01.

Understand how the hotel operates before deciding what needs to change.

02.

Ensure technology supports the operation, rather than dictating how it works.

03.

Turn system decisions into practical workflows that work in the live hotel.

04.

Fix process gaps and bring systems, people and operations together.

05.

Connect financial systems with the operational reality behind the numbers.

06.

Improve reporting by aligning systems, processes and operational data.

07.

Build team confidence so systems are used effectively in day-to-day operations.

08.

Restore structure when systems, processes and operations fall out of sync.

A successful implementation takes more than configuring a system. I help hotels prepare the operation, translate real workflows into system requirements, support teams through implementation and training, and make sure what is designed actually works when the hotel goes live.

When systems, processes and teams are working differently, even good technology can create friction. I help hotels identify where operations have fallen out of alignment and bring workflows, responsibilities and systems back together so they support the way the hotel needs to operate.

Sometimes the technology is already right, but the way it is configured, used or connected to the operation is not. I help hotels identify what is getting in the way and improve workflows, processes, reporting and system use so they get more value from the technology they already have.

I’ve worked inside hotels as well as on the technology side — across front office, housekeeping, hotel openings, financial systems, operational leadership and hospitality technology.

I’ve also led and supported more than 150 hotel PMS and financial systems implementations internationally, from configuration and workflows through training, go-live and stabilisation.

I’ve seen technology change from both sides. I’ve implemented systems into hotels, but I’ve also been part of a hotel operation going through a system change. I know what it is like when the project plan says one thing, but the hotel still has to operate, guests still need to be looked after and the team has to learn a new way of working.

That experience means I don’t look at technology in isolation. I look at the operation, the people, the processes and the financial requirements it needs to support.

Whether you’re making a technology decision, planning an implementation or trying to improve an existing environment, let’s talk.