Editorial Board   Guest Author

Mr. Passanante

Frank Passanante

Senior VP, Hilton Worldwide Sales, Americas, Hilton

Frank Passanante's hospitality sales career spans over 30 years, more than 25 of them with Hilton. His responsibilities have ranged from single-unit sales and marketing oversight and regional support for multiple-property portfolios to leadership of global sales teams representing over 5,900 hotels worldwide. He has overseen hotels and resorts all over North and Latin America, and has deep expertise in all customer segments.

As Senior Vice President, Hilton Worldwide Sales-Americas, Mr. Passanante leads a large team of sales professionals who build strong and meaningful relationships with customers across the U.S., Canada and Latin America while representing Hilton's 17 brands and global portfolio of hotels. Success in this role is defined as producing industry-leading performance and ensuring Hilton stands as a leader in the markets served. This is achieved through recruiting, developing and retaining strong and inspired winning teams.

In a previous role as Vice President, Sales-Owned Assets, Mr. Passanante was responsible for sales within a portfolio of the company's largest revenue-producing assets from New York to San Francisco to Honolulu. Prior to that, his positions with Hilton included Regional Vice President of Sales; Vice President of Sales; Regional Director of Sales; Area Director of Sales; and Director of Sales & Marketing at several different hotels. He started his career with Hilton in Orlando at what is now the Hilton Orlando Lake Buena Vista.

Mr. Passanante has been a driving force for many notable initiatives over the years and is widely considered a change champion, building and leveraging strong relationships with multiple internal and external stakeholders. Deeply passionate about nurturing a coaching culture to ensure teams deliver consistent high performance, he believes in challenging the boundaries set by limiting beliefs and working with his teams daily to improve and grow.

Mr. Passanante is originally from New York and holds a bachelor's degree from Florida State University in hospitality administration and marketing management. He is an active member of Professional Convention Management Association (PCMA), Meeting Professionals International (MPI) and American Society of Association Executives (ASAE), and currently serves as a member of the MMBC (Meetings Mean Business Coalition)/U.S. Travel Association.

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

Mr. Passanante can be contacted at +1 312-240-3036 or frank.passanante@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.