Editorial Board   Guest Author

Mr. Berwald

Patrick Berwald

Vice President of F&B, Benchmark Global Hospitality

Patrick Berwald, Vice President of F&B for Benchmark Global Hospitality, currently oversees all aspects of food and beverage strategy and direction for 80 diverse international properties.

With over 20 years of food and beverage experience, Mr. Berwald has held key roles with leading hotels and brands among a number of  diverse operating models.  Mr. Berwald received formal culinary training at the world-renowned, Le Cordon Bleu in Paris, France.  He then attained his BS in Hospitality Administration from the University of Nevada, Las Vegas.  Since then, Mr. Berwald has furthered his education with Cornell University's School of Hotel Administration focusing on Hospitality Finance and Marketing.  While in Las Vegas, Mr. Berwald opened the Paris Hotel & Casino as well as worked with MGM Resorts International and Caesar's Entertainment.  Mr. Berwald then went on to collaborate with such brands as Thompson, Hilton and InterContinental to include the iconic Hollywood Roosevelt and InterContinental North American flagship  as well as  the historic Willard in Washington, DC.  Recently Mr. Berwald held the role of Corporate Director of Food and Beverage for the New York based luxury brand, Loews Hotels.  Mr. Berwald was responsible for overall strategy, financial performance, operating efficiencies, capital projects and concept development. 

Mr. Berwald maintains credentials with the American Hotel & Restaurant Association (CFBE) and the National Restaurant Association (FMP).  In addition, he is an active member of the F&B committee of the American Hotel and Lodging Association. 


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

Mr. Berwald can be contacted at 281-364-3204 or pberwald@benchmarkglobal.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.