Editorial Board   

Mr. van Meerendonk

Paul van Meerendonk

Director of Advisory Services, IDeaS Revenue Solutions

As Director of Advisory Services for IDeaS Revenue Solutions, Paul van Meerendonk leads a global team of revenue management advisors who are focused on hotel revenue optimization projects.

Mr. van Meerendonk is currently responsible for the global development, management and operations of the Advisory Services team and overseeing the hiring, training and management of industry-leading consultants located in London, Beijing, Singapore and Atlanta, as well as growing the consulting team in line with business opportunities.

Mr. van Meerendonk also represents IDeaS on industry thought-leadership initiatives related to trends and best practices within revenue management, including authoring a number of white papers, conducting public speaking engagements, as well as leading key client webinars with an average audience of over 200 global representatives.

During his time with IDeaS, Mr. van Meerendonk has successfully led several high-profile consulting projects for key clients and hotel groups in gateway cities, resort destinations and regional hubs. These include pre-opening market studies, price and product repositioning, performance analysis, mentoring, audits, process and procedure development and a variety of other revenue management engagements. On behalf of IDeaS, Mr. van Meerendonk has also worked with some of the leading hotel brands around the world to develop their revenue management capabilities and cultures. This included support with the creation of revenue management for hire programs, producing revenue management development roadmaps and improving price and product optimization through the implementation of advanced analytical capabilities.

Mr. van Meerendonk started his hotel career with Starwood Hotels and Resorts, where he was active in Sales & Marketing and Revenue Management roles in Europe and Asia including corporate and regional positions. He also worked as Asset Manager for Jones Lang LaSalle Hotels in London where he was responsible for asset managing several branded hotels throughout the UK and Europe on behalf of clients.

Mr. van Meerendonk is multilingual, fluent in English and Dutch as well as speaking German and French. He holds a Bachelor's Degree in Commercial Economics from the Amsterdam School of Business, is a certified Six Sigma Greenbelt and is currently Vice Chair for the HSMAI Europe Revenue Management Advisory Board. 

Mr. van Meerendonk can be contacted at 440118828100 or paul.vanmeerendonk@ideas.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.