Editorial Board   

Mr. Bermingham

James Bermingham

Vice President, Montage Hotels & Resorts

James Bermingham is Vice President of Montage Hotels & Resorts and Managing Director of Montage Laguna Beach. In his roles, Mr. Bermingham oversees Montage Laguna Beach, Montage Beverly Hills, Montage Deer Valley, and Montage Residences Corporation. In addition, he supervises the management company in sales, human resources, culture development and training, and supports the development team. The veteran hotelier has been the Managing Director at Montage Laguna Beach from its opening in 2003, and has played an integral role in guiding the team that has helped Montage achieve significant industry and public acclaim. Driven by a philosophy which mandates excellence, a “good neighbor” policy and great attention to detail, Mr. Bermingham attributes Montage's resounding success to the exceptionally talented, committed and gracious staff. “This commitment is pervasive throughout the company,” he says. “Everyone who works here has a shared vision and enthusiasm for their job, which ultimately creates an unparalleled experience for our guests and residents.” Mr. Bermingham began his 25-year hospitality career as a manager trainee at the Clarence Hotel in his hometown of Dublin, Ireland, where he spent many years honing his talents. Realizing that he was ready to embark on a lifetime career in the hotel industry, he moved to London, England, where he began a career with ITT Sheraton and the Luxury Collection, which spanned ten years. He worked as General Manager of ITT Sheraton's Five Diamond St. Regis in Houston, Texas. During his tenure with ITT Sheraton and the Luxury Collection, Mr. Bermingham accrued many accolades for his accomplishments, including "The Divisional President Award" for outstanding achievement and the “Top Sales Team Award” for the North American division. In 1998, he joined Mirage Resorts as opening Vice President of Hotel Operations at the Beau Rivage in Biloxi, Mississippi. The following year, he moved his family to Washington, D.C. taking a position as General Manager of the acclaimed Latham Hotel, where he was also responsible for its sister property, the boutique Georgetown Inn. Here Mr. Bermingham earned the MeriStar Hotels & Resorts “General Manager Excellence Award - Best Food and Beverage.” Mr. Bermingham takes an active role in serving the surrounding community where he lives in Orange County, California. A hallmark of his community involvement is “Hearts of Montage,” a comprehensive outreach program which supports non-profit programs throughout Orange County. Demonstrating his commitment, Mr. Bermingham has served on numerous Orange County non-profit and hospitality industry boards and committees, among them the Boys & Girls Club of Laguna Beach, the Ocean Institute, the Anaheim and Orange County Convention and Visitor's Bureau and the Orange County Tourism Council.

Mr. Bermingham can be contacted at 949-715-6000 or jbermingham@montagehotels.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.