Editorial Board   Guest Author

Mr. Pesik

Greg Pesik

Chief Executive Officer, PROVision Partners

Greg Pesik is a senior executive with 20+ years of delivering market expansion and profit optimization on both large and small platforms. A trailblazer who has been at the forefront of predictive revenue optimization, enterprise SaaS software development and has led complex digital transformation projects for global organizations.

As a first-time CEO of a company that provides group reservations and optimization technology solutions to the global travel industry, Mr. Pesik stepped into his role knowing that unless he was able to deliver immediate results, the outcomes were likely bankruptcy or a fire sale. He designed a turnaround strategy, but he had to overcome skepticism in and out of the building, hire new staff and inspire internal team members while overcoming investor fatigue. The plan required rapid organic growth, expansion into a lucrative new sector, and conversion to a SaaS pricing model.

His indefatigable leadership resulted in positive cash flow after just three years and expanded the client base from 38 domestic customers to 1,200+ worldwide clients.

Mr. Pesik has led companies through the multiple headwinds of a crippling recession while continuing product innovation and delivering client base increases of 20%. He navigated the diverse cultures of an international market place, closing deals in Japan, Israel, and France in the period of a year and selling the world's first revenue management solution based on player evaluation for a pre-eminent gaming company.

Mr. Pesik has enjoyed equal success transforming start-ups leading to successful exits andas the Managing Director & Practice Lead for Accenture Digital using advanced analytics and machine learning to energize and transform travel and transportation clients.

Mr. Pesik's leadership is characterized by his ability to provide insights and to balance instincts with analysis to deliver outstanding results. He is a life-long learner who captures lessons from each new challenge and carries them forward. He has been a Guest Lecturer at Cornell University and the University of Denver and is a published thought leader.

Mr. Pesik has a BS from Cornell's School of Hotel Administration and an MBA from their Johnson Graduate School of Management. He resides in Orlando, FL.

Please visit http://www.provision-partners.com for more information.

Mr. Pesik can be contacted at +1 617-504-8259 or gpesik@provision-partners.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.