Finance, Op Planning & Forecasting

To write about the future is, inevitably, to be wrong about the future. I have repeated this for years, and yet, it remains the truest sentence I know. The mistake, however, is not a failure of prediction but a form of knowledge. We now inhabit a “post-postmodern”, almost “post-futurist” condition, a time in which tomorrow no longer stretches ahead as a horizon but hovers above us like a permanent update, endlessly refreshing itself. And although the Singularity that Kurzweil foresaw two decades ago has not yet fully arrived, his law of accelerating returns already permeates the present, altering our perception of time and possibility. Within this landscape, those of us who attempt to understand technology are no longer prophets, but rather cartographers of the impermanent, tracing transient patterns across the shifting topography of innovation. What follows, therefore, are not laws but coordinates, ten mutable constellations, ten subtle tremors that delineate the tectonic rewriting of business, technology, and meaning itself. Because the future, in the end, is no longer what it used to be.

Over the summer, a pink yacht docked off Marassi Marina in Egypt’s North Coast offering on-board beauty services by the Egyptian brand, Beauty 911 had appeared on my Instagram feed. I had no plans of going to Egypt but within minutes of seeing this Instagram reel, my August plans became experiencing the pink yacht with my girlfriends before the summer ended. What I felt in those moments, unfolding a scenario I hadn’t planned, is today’s traveler letting curiosity, preferences, and desire drive every decision. One captivating idea, one scroll-stopping image, can completely rewrite their travel.

Per the Uniform Standards of Professional Appraisal Practice (USPAP), there are two appraisal report formats: the restricted appraisal report and the standard appraisal report. But what’s the difference between these two report types, and how do you choose the right type for you?

As Chief Commercial Officer for Accor’s Premium, Midscale & Economy Division across the Middle East, Africa and Asia Pacific, Kerry Healy oversees some of the most diverse and fast-evolving hospitality markets in the world. In this exclusive interview, she discusses how Accor is harnessing data and AI to deliver hyper-personalised experiences at scale—without losing the human touch. From redefining loyalty beyond points and perks to embedding emotional connection and cultural relevance into every stay, Healy shares how Accor’s vision for hospitality blends innovation with authenticity to create meaningful, lasting relationships with guests.

Santorini possesses one of the most irrefutably incredible landscapes in the world. From its soaring cliffs overlooking the calm azure Aegean Sea to the white, red, and black sand beaches formed by eons of volcanic activity, Thera, the island’s official name in Greek, has become synonymous with the nation’s interpretation of hospitality. It remains a longstanding and foremost destination for luxury romantic escapes and families looking for authentic experiences.

Technology shouldn’t get in the way of hospitality. It should make it effortless. That’s the thinking behind the Mews Summer Release, fittingly named Smooth Operations. It’s designed to create more fluid, connected experiences for both guests and teams, with automation doing the heavy lifting in the background.

Here’s the core truth: sole reliance on internal historical data represents a fragile forecasting strategy in such a dynamic environment, which can hinder your profitability.

Two years ago, when my book "We Are The Glitch" came out, I wrote something that felt more like a provocation than a prediction. At the time, the idea that platforms like Expedia Group or Booking.com could live inside a conversational interface sounded speculative, even poetic. And yet, this week, with OpenAI announcing native apps within ChatGPT and naming those very brands among the first integrations, that line between vision and reality has vanished.

For Jason D’Agostino, the path to becoming a hospitality revenue leader didn’t start with rate codes or STAR reports – it started in the kitchen.

Creating a financially engaged leadership team in your hotel is no different from creating a strong guest service culture or a team that has colleague and leader engagement as their mission. What you attend to grows, it’s that simple. What’s different with the finances is you and your focus. The picture you want to create needs to be clear, and you need to have a plan to follow and resources to employ to create financial leadership. It’s no different from guest service or colleague engagement. We would not expect these two disciplines to grow and prosper in our hotel on their own. No, we recognize that these require constant attention and nurturing. The financial leadership in your hotel is exactly the same.