Editorial Board   Guest Author

Mr. Burke

Patrick Burke

Principal, Michael Graves Architecture & Design

Patrick Burke, AIA is a Principal with Michael Graves & Architecture & Design (MGA&D) and was the Principal-in-Charge and Lead Designer for the planning, architectural design and interior design of Resorts World Sentosa. Since joining the firm in 1982, he has led design teams for well over 50 projects, including the majority of MGA&D's work in the hospitality sector.

Mr. Burke has also designed numerous, award winning cultural facilities such as museums and theaters, office buildings and training centers, courthouses, university buildings and residences. Mr. Burke instills in each of his projects a distinctive architectural character that reflects the context and the audience. Fond of saying that he does not want his hotels to look as though they could be located just anywhere in the world, he creates designs that feel rooted in their sites. Even when creating worldwide brand standards for several tiers of Wyndham hotels, he devised art programs and interiors options that reflect regional differences.

Throughout Mr. Burke's extensive hospitality projects, he has integrated planning, architecture, interior design and the design of furniture, furnishings, signage and artwork, resulting in unique custom designs for light fixtures, carpets, furniture and accessories. A representative listing of Mr. Burke's hospitality portfolio includes Resorts World Sentosa featuring over 1,834 guest rooms in 6 hotels, a casino, and ESPA Spa; the 2,300-room Walt Disney World Swan and Dolphin Hotels in Orlando, FL which contain 16 distinct restaurants and extensive convention and entertainment facilities; the Hotel New York at EuroDisneyland Paris; five resort hotels in Egypt, one of which includes extensive golf facilities and a spa; a business hotel in Antwerp, Belgium; a master plan for a resort for up to 16,000 guests in the Canary Islands; and an eco-tourist golf resort on the Pacific Coast of Costa Rica.

A native of Chicago, Illinois, Mr. Burke received his architectural education at the University of Illinois, Chicago and at Princeton University, where he studied under Michael Graves.

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

Mr. Burke can be contacted at +1 609-924-6409 or pburke@michaelgraves.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.