Editorial Board   Guest Author

Mr. Kavanagh

Matt Kavanagh

Senior Project Manager, JN+A

Matthew Kavanagh is Senior Project Manager with JN+A. He has more than fifteen years of professional architectural experience, with extensive experience in the hospitality industry.  Mr. Kavanagh has been with JN+A for eleven years where he serves as an architectural project lead and has participated in all phases of design for ground up, renovated, and repositioned hotels and resorts. Mr. Kavanagh serves as a main liaison between the Client and the architectural team.  He has significant experience in programming and conceptual design, designing over 400 hotels over the last 5 years for several hotel brands.  Some of his recent projects include the ground-up Cambria Suites in Phoenix-Desert Ridge, Arizona; The Mayflower Hotel public space renovation in Washington, DC; Hilton Hotel in Christiana, DE; Hampton Inn Logan Airport in Revere, MA; Cambria Suites in Pittsburgh, PA; EVEN Hotel in Norwalk, CT; and the upcoming Cambria Suites in Morristown, NJ.

Prior to joining the JN+A team, he was a Job Captain for a Washington, D.C.-based firm that worked in the hospitality and residential sectors.  During this time, he developed a solid foundation in design for the hospitality industry, working extensively with Choice Hotels and Cambria Suites on prototype development, local model rooms, and hotel projects.  He also helped to commence and found the firm's green initiative.  Mr. Kavanagh's other experience includes design for senior living communities, multi-family projects, residence halls, and commercial projects. Mr. Kavanagh earned his Bachelor of Science and Masters of Architecture degrees at The Catholic University of America and is a LEED Accredited Professional.

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

Mr. Kavanagh can be contacted at +1 301-670-1635 or mkavanagh@nehmer.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.