Editorial Board   

Mr. Fernandez, Sr.

Gerald Fernandez, Sr.

President & Founder, Multicultural Foodservice & Hospitality Alliance

Gerald A. "Gerry" Fernandez, Sr., is president and founder of the Multicultural Foodservice & Hospitality Alliance (MFHA), a national non-profit organization that promotes the social and economic benefits of diversity and inclusion in the restaurant, foodservice and hospitality industry. He founded the Alliance by garnering support from premier sponsors Cargill, Coca-Cola Company, General Mills Corporation, Nation's Restaurant News and PepsiCo, Inc. to create the MFHA charter in 1996. Gerry began his career with General Mills in 1992 in research and development and was eventually promoted to National Account Manager, Foodservice Sales. It was in this position that he founded the Alliance, after which, in March of 1997, he became a loaned executive to MFHA. Gerry currently conducts lectures and workshops for some of America's best-known companies, organizations and brands. Prior to joining General Mills, he spent more than 10 years as senior manager, opening and operating fine-dining restaurants for the company now known as RARE Hospitality. Earlier in his career, Gerry held various leadership positions in many fine-dining establishments, including The Waldorf-Astoria Hotel in New York City. Gerry holds a Bachelor of Science degree in foodservice management from Johnson & Wales University, where he also earned a culinary arts degree in 1976. The university awarded him an honorary Doctorate in business administration in 1999. Gerry is married, has three sons, three grandchildren and lives with his wife, Debra (Jackson), in Warwick, Rhode Island.

Mr. Fernandez, Sr. can be contacted at 401-461-6342 or gerry.fernandez@mfha.net

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.