Editorial Board   

Mr. Mourier

Jean Francois Mourier

Founder & CEO, RevPar Guru Inc.

Jean Francois Mourier arrived in South Florida in 2003 after a successful and distinguished career in Europe as a trader, financial analyst and director for a number of top firms including Merrill Lynch, ING Barings and others. He joined a small Miami Beach hotel management firm as a financial analyst. Applying his vast experience in finance, pricing and technology, he soon revamped the company's revenue management methods, with dramatic results. Occupancy at The Palms Hotel and The National Hotel in Miami Beach increased from 63% in 2003 to 96% in 2007, while steadily increasing average room rates. This was remarkable, but not surprising in light of Jean Francois' earlier achievements in the finance trade, where he modernized operations by introducing options and new products, increased customer sales by 100% through aggressive pricing strategies, sales training and product marketing, and doubled new issue business. A few months after joining the company, Mourier added the position of Director of Revenue Management to his resume and implemented a unique and revolutionary pricing scheme that yielded a 100% increase in revenues, earning him several awards in recognition of his out-of-the box creativity and methodology. In addition, he successfully trained and managed three programmers and four executives in his methods and philosophies, ensuring the perpetuation of his management, marketing and pricing policies. In 2007, along with his colleague and 25-year veteran of the hospitality industry, Bruno Perez, Mourier founded RevPar Guru to provide the Yield Dynamic Price Engine, an integrated revenue management and pricing solution, to others in the hospitality industry.

Mr. Mourier can be contacted at 786-478-3500 or clientservices@revparguru.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.