Editorial Board   Guest Author

Ms. Sova

Kristine Sova

Attorney, Law Office of Kristine A. Sova

Kristine Sova, formerly an attorney with Venable LLP, launched the Law Office of Kristine A. Sova after a decade of success practicing labor and employment law at some of NYC's premiere law firms. In her practice, Ms. Sova defends employers against allegations of federal, state and local equal employment opportunity, reasonable accommodation, leave, and wage-and-hour law violations. Ms. Sova also devotes a substantial portion of her practice to counseling employers on ways to avoid litigation through business decisions, such as advising on issues pertaining to employee relations, policy and practice development and implementation, employment contracts and separation agreements, termination of employment, and reductions in force, and regularly training managerial and rank-and-file employees on harassment, discrimination and retaliation prevention. Ms. Sova's practice also includes the representation of management in union negotiations as well as in collective bargaining and related disputes before the National Labor Relations Board and in arbitral forums. In addition, Ms. Sova represents clients in audits and investigations conducted by the U.S. Department of Labor and other governmental agencies on issues such as I-9s and employment eligibility as well as misclassification of employees as independent contractors.

Ms. Sova can be contacted at 646-558-2296 or kristine@sovalaw.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.