Editorial Board   Guest Author

Mr. Tsabourakis

Nicholas Tsabourakis

Founder & Managing Director, Bespoke Revenue Management

Nicholas Tsabourakis is founder and Managing Director at Bespoke Revenue Management. With over 10 years of diverse hospitality roles covering all commercial aspects, Mr. Tsabourakis founded Bespoke RM with the aim to provide a tailored solution to revenue management challenges, and help hotels to streamline their operations for maximum impact on their revenue.

Bespoke RM takes a holistic approach, and is able to guide towards the creation of a total revenue management culture in any hospitality organization. Mr. Tsabourakis is an expert in Total Revenue Management with a passion in E-commerce, technology and more importantly in building commercially driven organizations.

Mr. Tsabourakis started his career with Hilton in one of their busiest properties where he had the opportunity to enhance the way pricing was implemented, despite operating in the most dynamic market in Europe (Heathrow Airport, London), and led the process of successfully shifting Business Mix towards the right direction. Following his role with Hilton he joined Park Plaza where he extended his Revenue management reach beyond rooms and laid down the foundations for achieving a Total Revenue Management culture. Operating through the financial crisis of 2008 was a big challenge but hard work and forward thinking led to being one of the few hotels in London that saw an increase in a highly pressurized and declining market.

After that, Mr. Tsabourakis took a bold but confident step away from the operator side of the industry and into Asset Management where he worked with a portfolio of 60 hotels with the aim to develop the procedures and mechanisms needed to identify new commercial opportunities, provide commercial analysis, drive profitability, increase top line results and returns to the Owners.

In his last role with the Ascott Ltd. he was the driving force and orchestrated the creation of a Revenue management organization while he was responsible for providing strategic oversight and development of commercial strategies, working with a diverse portfolio of properties.

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

Mr. Tsabourakis can be contacted at +66 442070971615 or nicholas@bespokerm.com

Coming up in March 2020...

Human Resources: Confronting a Labor Shortage

With the unemployment rate at its lowest level in decades (3.7%), what has always been a perennial problem for human resource professionals - labor shortage - is now reaching acute levels of concern. It is getting harder to find and recruit qualified applicants. Even finding candidates with the skills to succeed in entry-level positions has become an issue. In addition, employee turnover rates remain extremely high in the hotel industry. As a result of these problems, hotel HR managers are having to rethink their recruitment strategies in order to hire the right talent for the right job. First, hotels have been forced to raise their wages and offer other appealing perks, as a way to attract qualified candidates. Secondly, HR managers are reassessing their interviewing techniques, focusing less on the answers they receive to questions and more on observable behavior. Part of this process includes role-playing during the interview, so that the recruiter can gauge how a candidate works through specific problems and interacts with other team members. Additionally, some HR managers are also creating internal talent pools as a way to address labor shortages. Instead of utilizing department resources to find new hires with specific skills for needed positions, hotels are cultivating talent pools internally and preparing their employees to assume leadership roles whenever the time comes. They are also placing greater emphasis on a company culture that is more performance-based, as a way to curb employee turnover, increase employee satisfaction, and assure higher levels of customer service. Finally, recognizing the importance of employee retention as a way to lessen the impact of a tight labor market, some HR managers are instituting generous reward programs in order to retain their top performers. The March Hotel Business Review will explore what some HR professionals are doing to address these and other issues in their departments.