Editorial Board   Guest Author

Mr. Carmody

James M. Carmody

Vice President & General Manager, Seaport Hotel & World Trade Center

James M. Carmody joined Seaport in September, 2004, assuming the position of Vice President and General Manager. Mr. Carmody brings over 30 years of hospitality experience to the role; having both a medical and hospitality background, he has a commitment to superior customer service. He is responsible for daily operations of the award-winning, mixed-use facility. A graduate of Cornell University and the Culinary Institute of America, Mr. Carmody was previously Vice President of General Services for the Tufts-New England Medical Center in Boston, where he was responsible for clinical ancillary services and hotel services at the tertiary care institution. He oversaw a variety of departments including facilities management, dietary, volunteer services, clinical labs and security. Prior to his tenure at New England Medical Center, Mr. Carmody held numerous management positions at a variety of upscale hotels, with a focus on food and beverage operations. He previously worked as Hotel Manager at the Boston Harbor Hotel, Food and Beverage Director at both the Mandalay Four Seasons Hotel in Las Vegas and the Omni International Hotel in Atlanta, and Assistant Food and Beverage Director at the Ritz-Carlton in Chicago. Mr. Carmody's community involvement includes serving on the Board of Caritas Carney Hospital and the Board of Cathedral High School. He is the President of the Guild of Oenophilists and is Chairman of the Greater Boston Convention & Visitor's Bureau's Restaurant Week event.

Mr. Carmody can be contacted at or 617-385-5105

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.