Editorial Board   Guest Author

Mr. Blair

Ed Blair

General Manager, The Curtis - A Doubletree by Hilton

Ed Blair is the "Rebel Leader" or General Manager of the Curtis - a Doubletree by Hilton, Denver's only hotel dedicated to pop culture where all guests are encouraged to "Stay Happy."

With more than 22 years of hospitality experience, Mr. Blair previously served as the General Manager at Sage's Embassy Suites Denver Downtown, where he was honored with the "Sage Passion Award" for 2017.

He also spent almost a decade as the General Manager of The Oxford Hotel, where he was named "Leader of the Year" in 2012. Under his direction, The Oxford was also honored as Sage's the "Hotel of the Year" in 2011, based on its strong financials, market share, guest, employee and audit metrics.

A graduate of the University of Colorado at Boulder, Mr. Blair also previously served as the Chief Operating Officer of the Mile High United Way and an Associate Pastor at Colorado's NorthPoint Covenant Church. He is a founding member of Denver's Road to Work Business Advisory Council, which provides training and employment opportunities for people suffering from poverty and those with disabilities, and also serves on the board of Denver's 14th Street General Improvement District.

Managed by Denver's Sage Hospitality - one of the nation's top hotel investment and management companies - the Curtis was recently named one the "6 Best Hotels in Downtown Denver" by FODOR'S. The Curtis offers 336 modern guest rooms featuring custom art, sleek furniture and a Hilton Sweet Dreams Bed and more than 28,000 total square feet of playful urban event space, all named after favorite childhood games.

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

Mr. Blair can be contacted at +1 303-571-0300 or ed.blair@hilton.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.