Editorial Board   Guest Author

Mr. Heckaman

David Heckaman

Vice President of Technology Development, Mandarin Oriental Hotel Group

David Heckaman has been engaged in the technology and hospitality industries for the past 20 years. He is able to leverage his extensive operational experience to remain focused on the hotel guest and the staff that have to service them. Mr. Heckaman earned his undergraduate degree in Hotel Management and Development from the University of Central Florida. His early operational career had taken through the hotel operational management path. He had worked for Guest Quarters, DoubleTree and independent properties in these roles. Mr. Heckaman's technology path started with Storemont Trice Hotels where he was a regional technology manager and participated in hotel development and project management of large technology deployments. He later joined Crestline Capital in Bethesda, MD to assist in the creation of Crestline Hotels & Resorts and the interconnection of newly acquired properties and deployment of back-office systems. In 2001, Mr. Heckaman joined Mandarin Oriental Hotel Group to lead the technology development aspect of their North American flagship property in New York City. The development of this property placed Mandarin Oriental as a clear international leader in the area of lodging technology. There were numerous technologies that were presented to the world for the first-time when the Mandarin Oriental, New York opened in November of 2003. The list of these technologies that were successfully deployed include some of the following highlights: - Fully Converged IP Network - Full VoIP PBX including VoWiFi - High-Definition Video Distribution - Stored and Broadcast Content - Multi-Carrier Broad-Frequency Distributed Antenna System (DAS) - WiFi Distribution over DAS - Liquid Crystal Display (LCD) Television Deployment - Dedicated fiber-optic broadcast cabling infrastructure Mr. Heckaman has held his current position with Mandarin Oriental since 2005. In this role he oversees new hotel development, new technology direction and physical infrastructures. The development projects that have occurred under his watch include the following: - Mandarin Oriental, Washington, DC - Mandarin Oriental, Riviera Maya - Mandarin Oriental, Boston - Mandarin Oriental, Las Vegas at CityCenter - Mandarin Oriental, Barcelona - Mandarin Oriental, Paris Mr. Heckaman also is the Principal Consultant of Heckaman Group, LLC which is a consulting company created to provide technology guidance, project review and vision clarity to technology vendors as well as lodging operators. Mr. Heckaman also is the co-owner of Structurewide, LLC that operates as a low-voltage engineering and design firm serving primarily North and South Carolina. He has been a charter member of Hospitality Technology Next Generation (HTNG) trade organization. He currently co-chairs the HTNG Infrastructure and Device Forum. Mr. Heckaman has held the following certifications Registered Communications Distribution Designer (RCDD) Cisco Certified Network Administrator (CCNA)

Mr. Heckaman can be contacted at 803-627-8886 or dheckaman@mohg.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.