Editorial Board   Guest Author

Mr. Murray

Paul Murray

Vice President Hospitality, Revenue Analytics

Paul Murray is the Vice President of Hospitality for Revenue Analytics, a leading pricing and revenue management firm for the hotel industry. In this role, Mr. Murray is responsible for driving hospitality client engagements for the firm.

Most recently, Mr. Murray served as Senior Vice President of Revenue Management at MGM Resorts International. In this position, he oversaw Revenue Management, Distribution, Group Optimization, and Event Pricing functions to develop departmental structures, strategies, tactics, and technologies necessary to maximize resort revenues.

Previously, Mr. Murray was Vice President of Revenue Management at Hyatt Hotels Corporation, where he dedicated efforts to delivering organizational strategic vision, global alignment, and revenue optimization through the development of industry-leading Revenue Management technologies, world-class pricing capabilities, progressive customer segmentation, advanced forecasting systems, and innovative business intelligence solutions.

Prior to working with Hyatt, Mr. Murray held the position of Senior Director of Revenue Analysis at Hilton Worldwide. At Hilton, he led four teams across the globe to deliver Revenue Management, sales, online travel agent data analysis, systems development, group & catering forecast technologies, innovative volume account pricing methods, and two full-time business process support desks.

Mr. Murray earned an MBA with a finance specialization from Daniels College of Business at the University of Denver and received a Bachelor's of Arts Degree in Communication from the University of Colorado.

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

Mr. Murray can be contacted at +1 312-813-5874 or pmurray@revenueanalytics.com

Coming up in March 2020...

Human Resources: Confronting a Labor Shortage

With the unemployment rate at its lowest level in decades (3.7%), what has always been a perennial problem for human resource professionals - labor shortage - is now reaching acute levels of concern. It is getting harder to find and recruit qualified applicants. Even finding candidates with the skills to succeed in entry-level positions has become an issue. In addition, employee turnover rates remain extremely high in the hotel industry. As a result of these problems, hotel HR managers are having to rethink their recruitment strategies in order to hire the right talent for the right job. First, hotels have been forced to raise their wages and offer other appealing perks, as a way to attract qualified candidates. Secondly, HR managers are reassessing their interviewing techniques, focusing less on the answers they receive to questions and more on observable behavior. Part of this process includes role-playing during the interview, so that the recruiter can gauge how a candidate works through specific problems and interacts with other team members. Additionally, some HR managers are also creating internal talent pools as a way to address labor shortages. Instead of utilizing department resources to find new hires with specific skills for needed positions, hotels are cultivating talent pools internally and preparing their employees to assume leadership roles whenever the time comes. They are also placing greater emphasis on a company culture that is more performance-based, as a way to curb employee turnover, increase employee satisfaction, and assure higher levels of customer service. Finally, recognizing the importance of employee retention as a way to lessen the impact of a tight labor market, some HR managers are instituting generous reward programs in order to retain their top performers. The March Hotel Business Review will explore what some HR professionals are doing to address these and other issues in their departments.