Editorial Board   Guest Author

Mr. Gatlin

Douglas Gatlin

Chief Executive Officer, Green Seal

Doug Gatlin is CEO of Green Seal, the nation's premier ecolabel and the first independent organization established to transform the economy for a healthier, greener planet.

One of the world's foremost experts in the design, development and promotion of market transformation programs and environmental certifications, Mr. Gatlin came to Green Seal with two and a half decades of experience working on advances in energy efficiency and sustainability within the building industry.

Mr. Gatlin has held senior leadership positions with both the U.S. Green Building Council's (USGBC's) LEED Program and the Environmental Protection Agency's (EPA's) ENERGY STAR Program. During his tenure at USGBC, he spearheaded the development of standards for existing buildings, schools, the retail sector and hotels, and launched the LEED Volume initiative for large national and global real estate portfolios. He also served as Senior Vice President for LEED Certification and Professional Credentialing at the Green Business Certification Institute (GBCI), a USGBC sister organization.

At EPA, Mr. Gatlin helped create the ENERGY STAR Buildings program, where he launched the first national energy certification program for schools and state and local government buildings. With his extensive technical and policy expertise, he has spoken throughout the nation about leading-edge energy performance in buildings, sustainable corporate portfolios, USGBC's LEED Program, environmental certifications and green products.

Mr. Gatlin holds a B.S. in Political Science from Duke University and an M.S. in Energy and Environmental Policy from Georgetown University.

Please visit http://www.greenseal.org for more information.

Mr. Gatlin can be contacted at +1 202-872-6400 or dgatlin@greenseal.org

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.