Editorial Board   Guest Author

Ms. Adair

Nicole Adair

Corporate Director of Revenue Management, SHR

Nicole Adair is Corporate Director of Revenue Management at SHR, creators of the Windsurfer® CRS and leading providers of technology that keeps hotels competitive. SHR provides hotels sophisticated tools and services that help execute their reservation and distribution strategy while optimizing the profitability of their room inventory. In her current role, she oversees operations for SHR's Revenue Management for Hire department, leading a team of experienced Directors of Revenue Management who serve SHR client hotels by improving and advancing their revenue generation and distribution strategies. Her team's goal is to ensure that properties of all sizes and in all markets have access to top revenue talent, whether they need to fill short-term gaps in staffing or are looking for long-term strategic leadership. In addition to working with her own client properties in markets as diverse as Bermuda, Orlando, Vail, and the San Antonio Riverwalk, Ms. Adair enjoys collaborating with SHR's corporate team to bring the revenue manager's perspective to new technology initiatives.

Ms. Adair joined SHR in 2015 as an Area Director of Revenue Management after working in Honolulu as a corporate revenue management for a diverse portfolio of hotels across mainland United States and Hawaii. She is a Certified Revenue Management Executive (CRME), and has extensive experience in directing connectivity and channel interfacing initiatives for numerous CRS, PMS, and channel management platforms. Ms. Adair holds a bachelor's degree in Russian and a master's degree in Hospitality Management.


Please visit http://www.shr.global for more information.

Ms. Adair can be contacted at 281-661-8901 or nadair@shr.global

Coming up in April 2019...

Guest Service: A Culture of YES

In a recent global consumers report, 97% of the participants said that customer service is a major factor in their loyalty to a brand, and 76% said they view customer service as the true test of how much a company values them. And since there is no industry more reliant on customer satisfaction than the hotel industry, managers must be unrelenting in their determination to hire, train and empower the very best people, and to create a culture of exceptional customer service within their organization. Of course, this begins with hiring the right people. There are people who are naturally service-oriented; people who are warm, empathetic, enthusiastic, pleasant, thoughtful and optimistic; people who take pride in their ability to solve problems for the hotel guests they are serving. Then, those same employees must be empowered to solve problems using their own judgment, without having to track down a manager to do it. This is how seamless problem solving and conflict resolution are achieved in guest service. This willingness to empower employees is part of creating a Culture of Yes within an organization.  The goal is to create an environment in which everyone is striving to say “Yes”, rather than figuring out ways to say, “No”. It is essential that this attitude be instilled in all frontline, customer-facing, employees. Finally, in order to ensure that the hotel can generate a consistent level of performance across a wide variety of situations, management must also put in place well-defined systems and standards, and then educate their employees about them. Every employee must be aware of and responsible for every standard that applies in their department. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.