Editorial Board   

Ms. Pohlid

Kathleen Pohlid

Founder & Managing Member, Pohlid, PLLC

Kathleen Pohlid is the founder and managing member of the law firm of Pohlid, PLLC in the Nashville, Tennessee area. She advises business clients in matters including employment, occupational safety and health, Americans with Disabilities Act (accommodation & discrimination) and regulatory compliance. Her goal is to enable clients to comply with the myriad of state and federal laws to succeed in their business, mindful of the challenges facing businesses and the importance of cost effectiveness. She has advised and represented businesses in a variety of industries including restaurants, hotels, and other entities in the tourism and hospitality industries. Ms. Pohlid has over 20 years of combined federal government and private sector experience in employment law and litigation. She has represented clients in various industries including construction, restaurant and hotel services, entertainment, media and publication, transportation, fuel/energy services, retail, manufacturing, and other sectors of business. Ms. Pohlid holds an AV® rating from Martindale-Hubbell (highest for professional competency and ethics), a B.S. degree from the U.S. Naval Academy and a J.D. from Samford University. Following law school, Ms. Pohlid served a federal clerkship to the Honorable T. Michael Putnam, U.S. Magistrate, Northern District of Alabama. She formerly represented the Secretary of Labor as a trial attorney for twelve years with the Office of the Solicitor, U.S. Department of Labor before going into private practice representing business clients in various industries. Ms. Pohlid is a member of the American Bar Association, the American Society of Safety Engineers, and the Associated General Contractors of America. She regularly writes and speaks professionally on employment law and regulatory compliance matters. In 2010, Ms. Pohlid retired from the U.S. Marine Corps as a Colonel, having served two combat deployments. Her military duty assignments include duty in Japan, Djibouti, Africa and Iraq. Ms. Pohlid is also a former columnist for The Birmingham News for which she wrote a weekly column for 15 years profiling volunteers and their contributions to the community. She is an avid traveler and has visited all 50 states and six continents.

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

Ms. Pohlid can be contacted at 615-369-0810 or kpohlid@pohlid.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.