Editorial Board   

Mr. Dass

Brian Dass

President & Co-Founder, Open Hospitality

Brian Dass serves as Open Hospitality's President and brings 15 years of diverse experience in hotel industry management and information technology. Open Hospitality provides Web reservation and management solutions for independent and boutique hotels including direct connection to central reservation systems; search engine optimization; email marketing and online revenue conversion strategies; combining them into one proprietary dashboard for better management, tracking and reporting. Mr. Dass began his hospitality career as assistant manager of a four-star boutique hotel in New York City; he also worked on several multi-million dollar renovations for hotel properties. Mr. Dass was project manager at Hotel Casablanca, a four star boutique hotel in New York City's Time Square. While there he was responsible for developing and launching the hotel's Website, one of the first-ever hotel Websites, which helped generate 30 percent of Casablanca's revenue. In the mid 90's, he lead the way in early implementation and adoption of e-mail marketing promotions and search engine optimization for hotel Websites prior to those practices becoming mainstream. Prior to Open Hospitality, Mr. Dass helped to pioneer an independent online reservation system, Timeless Hospitality, which he co-founded with David Millili. In 1996, he implemented one of the first real-time Web-based booking systems used at a New York hotel. Mr. Dass is an active member of HSMAI and New York's hospitality industry. He is involved with organizations abroad in the UK and Europe and spearheads business development and operations in Open Hospitality's UK office.

Mr. Dass can be contacted at 212-989-2417 or brian@openhospitality.com

Coming up in March 2021...

Hotel Human Resources: Pending Labor Shortage

The immense devastation suffered in the hotel industry last year has compounded a problem that human resource professionals will face once the market starts to recover in 2021 - a pending labor shortage. Though some hotels have done their best to retain employees or to ease the suffering caused by mass furloughs, staff reduction was inevitable and many of those employees may not be available to return when guest traffic picks up. Consequently, hotels will once again be competing to find and retain qualified talent to staff their operations. Naturally, companies will have to review their wage and benefits packages in order to remain competitive. They might also wholeheartedly embrace the work-from-home trend for some corporate positions. In addition, human resource professionals will also have to definitively convince frontline employees that their  hotels are safe to work in. The March Hotel Business Review will explore what some HR professionals are doing to address these and other employment issues in their respective departments.