Editorial Board   Guest Author

Mr. Payne, CHA

Kirby Payne, CHA

President, HVS Hotel Management & HVS Asset Management

Kirby D. Payne, CHA, is president of HVS Hotel Management and HVS Asset Management - Newport. He was the 2002 chairman of the American Hotel & Lodging Association (AH&LA).

Mr. Payne's company, a division of HVS, operates limited- and full-service hotels for third parties and its own affiliates; undertakes consulting assignments including litigation support for selected clients; and provides asset management, oversight management and receivership services for institutional hotel owners.

Prior to starting his own company in 1988, Mr. Payne was vice president of the hospitality division for ManaDyne, based in Minneapolis. In that capacity he was responsible for operating over 30 hotels in 15 states. He merged his company, American Hospitality Management Company into HVS in 2004.

Twice Mr. Payne has worked for Pannell Kerr Forster. In 1979, he was hired as a senior consultant in Houston and later appointed director of operations for Mexico City-based Groupo Quetzalli where his responsibilities included supervising eight hotels, a thoroughbred racetrack, and developing thirteen hotels. In 1982, he returned to the United States as vice president of operations support and development with Atlanta-based Southern Host Hotels.

In 1985, Mr. Payne returned to Pannell Kerr Forster to establish a Minneapolis consulting practice serving regional and national clients including Radisson Hotels Worldwide, Park Suite Suites, and the reopening of the Aladdin Hotel in Las Vegas where he was general manager for the re-opening.

Mr. Payne spent six years with Hilton Inns, Inc. as regional supervisor prior to being appointed resident manager of the 305-room St. Petersburg (FL) Hilton. He also was general manager of The Buccaneer, a 144-room luxury resort in Saint Croix, U. S. Virgin Islands, as well as the 250-room Hilton Inn Bossier City near Shreveport, LA.

Mr. Payne began his professional career as a management trainee in Curaçao, Netherlands Antilles with Intercontinental Hotels Corporation, leaving to serve as an entry-level consultant with Laventhol & Horwath in Atlanta.

Mr. Payne was a trustee for the Educational Institute of AH&LA and served on its Certification Commission for many years. He served on many AH&LA committees and previously chaired the International Council of Hotel-Motel Management Companies (ICHMMC). He was named AH&LA 1998 Economy Lodging Operator of the Year.

Mr. Payne served in Vietnam as a captain in the U.S. Army assigned to the Vietnamese Army. His military awards include The Air Medal and the Vietnamese Honor Medal (2nd Class).

Please visit http://hvshotelmanagement.com/ for more information.

Linkedin Profile: https://www.linkedin.com/in/kirbypayne/

Mr. Payne, CHA can be contacted at +1 401-625-5016 or kpayne@hvsassetmanagement.com

Coming up in October 2020...

Revenue Management: Maximizing Profit

Hotel Revenue Management continues to evolve at a blistering pace. Driven by technological innovation and new distribution channels, there are some dynamic opportunities for expansion in this fast-growing field. The technology is primarily designed to help revenue managers further refine their operations and pricing models to maximize hotel profit. For example, hotels can't be all things to all people, so a key strategy is to precisely identify their target audience. By employing geo-targeting techniques and analyzing behavior such as previous bookings, on-property purchases and online shopping practices, there is an increased capability to define guest demographics. By segmenting customers in more specific ways, hotels are able to create more personalized experiences which, in turn, allow managers to optimize their room rates. It is also an effective way to fulfill the unique needs and preferences of the individual. Another methodology is to consistently monitor the competition's pricing strategies. There are software tools that analyze a competitor's current rates, and then allow a hotel to make its own pricing adjustments. It is also a useful means to conduct forecasting models. Other technologies that are being integrated into a revenue manager's toolkit include Artificial Intelligence in the form of automated algorithms, and Voice Recognition (VR) for data inquiries, rate changes, and booking behavior. Predictive and analytic software programs are also being leveraged to provide more forward-looking data, instead of the usual reliance on historical performance. These metrics allow managers to be more proactive - rather than reactive - with their revenue strategy. The October issue of the Hotel Business Review will examine these developments and report on how some leading hotels are executing their revenue management strategies.