Editorial Board   Guest Author

Mr. Link

Daniel Link

Assistant Vice President of Analytics, Gallagher Bassett

Dan Link currently serves as Assistant Vice President of Analytics at Gallagher Bassett. Gallagher Bassett is the world's premier provider of risk and claims management services, including workers' compensation, liability, property, risk control, and appraisal services.

Mr. Link has been with Gallagher Bassett for nearly three years and currently oversees client and prospect analytics, including new business opportunities, custom benchmark reports, client stewardships and proactive analytics that support ongoing program health and actionable insights.

Mr. Link consults with both clients and prospects to identify loss drivers, areas of program improvement, and potential cost saving opportunities. In his insurance career, which spans over 10 years of experience at GB, CNA and Zurich, he has held a variety of leadership positions, with experience across Property, WC, GL and Auto lines.

Mr. Link has held previous roles as a Director of Small Business Underwriting, CNA; Practice Leader for the manufacturing and real estate segments in Zurich's Middle Markets Commercial segment, marketing manager for Zurich's industry practices, and as a senior analyst within their Operations and Strategic Planning Group. Prior to the insurance world, Mr. Link was a social policy researcher at Congressional Quarterly in Washington, D. C.

Mr. Link holds a Master's in Business Administration from Loyola University Chicago, a CPCU designation and a Bachelor's of Arts in Political Science from Michigan State University.

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

Mr. Link can be contacted at +1 630-438-1697 or daniel_link@gbtpa.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.