Editorial Board   Guest Author

Mr. McSherry

Brian McSherry

Chief Operating Officer, M&R Hotel Management

Brian McSherry is responsible for growing the M&R Hotel Management portfolio by bringing new hotels into the system, ensuring the performance of all managed hotels, directing the senior leadership team and serving as chief company spokesman and liaison with the company's owners.

Mr. McSherry is a 38-year lodging industry veteran who has worked for Marriott International, Hilton Worldwide and Wyndham Hotels & Resorts in senior corporate roles, overseeing both full- and limited-service hotels in the United States, Mexico and the Caribbean.

Mr. McSherry previously was vice president, operations, for Stonebridge Companies, a hotel management company in Englewood, Colorado. In that role, he oversaw the company's properties in four states and the ground-up development of two hotels in Manhattan.

From 2009 to 2012, he was regional vice president for Concord Hospitality Enterprises Co., a hotel development and management company based in Raleigh, North Carolina. He supervised the company's largest portfolio, including hotels in eight states that generated more than $125 million in annual sales.

Mr. McSherry came up through the ranks in food and beverage and served as general manager of hotels operated by Interstate Hotels & Resorts, Meid Enterprises, Columbia Sussex Corp., Regal Hotels International, Marriott International and Hilton Worldwide.

He earned a bachelor of science degree in hotel management and associate degree in culinary arts at Johnson & Wales University, Providence, Rhode Island, and a master of business administration degree in global management at the University of Phoenix, Arizona.

Please visit http://www.mrhotelgroup.com for more information.

Mr. McSherry can be contacted at +1 516-279-4888 or info@mrhotelgroup.com

Coming up in October 2019...

Revenue Management: Focus On Profit

Revenue Management is still a relatively new profession within hotel operations and as such, it continues to evolve. One significant trend in this area is a shift away from using revenue as the foundation to generate key performance indicators (KPIs) and to instead place the emphasis on profit. Traditionally, revenue managers have relied on total revenue per available room (TrevPAR) and revenue per available room (RevPAR) as the basis of their KPIs. Now, some revenue managers are using gross operating profit per available room (GOPPAR) as their primary KPI. This puts profit at the center of revenue management strategy, and managers are increasingly searching for new ways to increase the profitability of their hotels. Return on Investment is the objective of any hotel investment, so it is only logical that profitability and ROI will be emphasized going forward. Another trend is an expanded focus on direct hotel bookings. Revenue managers know that one way to increase profitability is to steer guests away from online travel agencies (OTAs) and book directly with the hotel. This tactic also reinforces brand identity and loyalty, and encourages repeat business. In addition, it provides a valuable platform to market the hotel directly to the customer, and to upsell room upgrades or other services to them. Another trend for revenue managers involves automation in their software programs. Revenue management systems with automation are far more desirable than those without it. Automating data entry and logistics increases efficiency, allowing managers to spend more time on formulating strategy. As a bonus, an automated system helps with aggregating and interpreting data. The October issue of the Hotel Business Review will address these developments and document how some leading hotels are executing their revenue management strategies.