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 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.