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The world economy continues to serve up dishes we would all prefer to send back. Marriott CEO Anthony Capuano told Skift recently that booking windows are now typically “sub-three weeks,” meaning under 21 days. This reflects the ongoing popularity of last-minute bookings and may indicate an even tighter window than that experienced during the post-pandemic period.

One tool that revenue managers and commercial strategists at larger hotels and chains have long relied on are stay restrictions. When operating on your own or with a small team, however, implementing these strategies can feel overly complex, time-consuming or perhaps too trivial to even think about.

When the phone’s ringing off the hook and bookings are pouring in, revenue management feels like a joy ride. But what happens when things don’t go as planned? Flash floods, runaway inflation, or a sudden shift in the weather…

As fireworks light up the sky and music pulses from rooftop lounges to poolside decks, July 4th in the U.S. has evolved into far more than just a celebration of independence, it’s a celebration of experiences. And powering many of the unforgettable moments this holiday weekend is technology purpose-built for experience commerce.

The UK government’s April 2025 increase in the National Living Wage—from £11.44 to £12.21 per hour—isn’t just a regulatory update. It’s a fundamental shift in the economics of hospitality. Labour costs are rising sharply, and profitability is under pressure. But the impact isn’t uniform. Some cities are struggling. Others are adapting. A few are even thriving.

What do hotel operations, outstanding guest experience, and long-term success as a hotel business have in common? None of these can be sustained without sound financial management. Understanding the key financial statements is the foundation on which any hotel owner, general manager, or department head can base their strategy. Without it, hoteliers risk missing revenue opportunities and financial red flags.

Hotel innovation is a people problem before it is a tech problem. Since HITEC, I’ve been reminiscing less about the tech I saw and more about the people I met. Yes, AI was everywhere, literally everywhere, predictive analytics, plenty of stuff some good - but not only. But the biggest takeaway wasn’t a product. It was this: success doesn’t come from the tech, it comes from the people.

Today’s travelers are no longer content with one-size-fits-all service. They seek authentic, personalized experiences tailored to their individual preferences—and are willing to pay for them. In fact, a 2024 study of nearly 1,800 hotel guests found that 61% were willing to spend more for a custom-tailored stay. For hoteliers, this presents both a challenge and an opportunity: How can hotels consistently deliver high-touch, individualized service at scale?

For years, I have seen revenue management occupying a yet critical but narrowly defined space in the hotel ecosystem. It has traditionally been a role grounded in numbers: monitoring pace, adjusting rates, watching competitor pricing, and updating spreadsheets. This work, though essential, has long kept talented revenue professionals locked into highly tactical routines, limiting their ability to influence broader business outcomes.

The hospitality industry has long revolved around the "Point of Sale" – the physical location where a transaction occurs. Whether it’s a front desk, a restaurant counter, or a retail shop, guests traditionally come to us. But in an era where guest expectations are soaring and convenience is king, simply waiting for the guest to come to our point of sale is no longer sufficient. We are rapidly shifting towards the "Point of Service Hospitality" – meeting the guest wherever they are, anticipating their needs, and serving them seamlessly.