Editorial Board   Guest Author

Mr. Pinchuk

Steven Pinchuk

Lead Customer Intelligence & Revenue Management, IBM

Steven Pinchuk is Lead Customer Intelligence & Revenue Management for IBM. NBA creates personalized 1 to 1 customer triggered interactions and is used by major banks, telecoms, insurance and retailers. IBM's SME for WW Revenue Management practice building revenue management and dynamic pricing systems that are customer centric. Mr. Pinchuk has worked inside the best customer centric companies and consulting companies and has approached this growth area from both sides of the equation with the market leaders. Mr. Pinchuk's past positions have included President of Profit Optimization Strategies; SVP Resort Profitability for Westgate Resorts; VP, Profit Optimization Systems, for SAS software (SAS is the leader in business intelligence and predictive analytics software) ;Corporate VP of RM & Distribution for Harrah's Entertainment, Inc., the world's largest Casino Hotel Company with annual revenues of $20 billion USD. Mr. Pinchuk also held Director and Vice President positions at top travel companies including Princess Cruises, Club Med and American Airlines. He held Director & VP level travel consulting positions at SABRE, PROS, and OPUS2. Mr. Pinchuk was an economic advisor to a senior US Senator who ran for President and held a Top Secret security clearance with Martin Marietta Aerospace while working on long-range defense, NASA and intelligence projects. He has multi industry international experience in RM & marketing with tour operators, resorts, hotels, rental cars, ferries, airlines, casinos, excursion companies & Broadway theaters in the U.S., Canada, Mexico, the Caribbean, Europe and Asia. Mr. Pinchuk attended Phillips Andover Academy, entered Brandeis University as a sophomore and received an Executive MBA from the University of Colorado. He has been on the Editorial Review Board of the Journal of Revenue and Pricing Management since its beginning; was chosen for a RM Advisory Board at Cornell University in both Ithaca and Singapore; chaired all of the annual RM conferences in the US, Europe and Asia for EyeforTravel. In his spare time Mr. Pinchuk is an amateur photographer and an avid scuba diver with a Master Instructor Scuba License.

Mr. Pinchuk can be contacted at 407-516-5447 or spinchuk@us.ibm.com

Coming up in May 2019...

Eco-Friendly Practices: Corporate Social Responsibility

The hotel industry has undertaken a long-term effort to build more responsible and socially conscious businesses. What began with small efforts to reduce waste - such as paperless checkouts and refillable soap dispensers - has evolved into an international movement toward implementing sustainable development practices. In addition to establishing themselves as good corporate citizens, adopting eco-friendly practices is sound business for hotels. According to a recent report from Deloitte, 95% of business travelers believe the hotel industry should be undertaking “green” initiatives, and Millennials are twice as likely to support brands with strong management of environmental and social issues. Given these conclusions, hotels are continuing to innovate in the areas of environmental sustainability. For example, one leading hotel chain has designed special elevators that collect kinetic energy from the moving lift and in the process, they have reduced their energy consumption by 50%  over conventional elevators. Also, they installed an advanced air conditioning system which employs a magnetic mechanical system that makes them more energy efficient. Other hotels are installing Intelligent Building Systems which monitor and control temperatures in rooms, common areas and swimming pools, as well as ventilation and cold water systems. Some hotels are installing Electric Vehicle charging stations, planting rooftop gardens, implementing stringent recycling programs, and insisting on the use of biodegradable materials. Another trend is the creation of Green Teams within a hotel's operation that are tasked to implement earth-friendly practices and manage budgets for green projects. Some hotels have even gone so far as to curtail or eliminate room service, believing that keeping the kitchen open 24/7 isn't terribly sustainable. The May issue of the Hotel Business Review will document what some hotels are doing to integrate sustainable practices into their operations and how they are benefiting from them.