Bill De Meo Joins H-CPM as Senior Project Manager

Bill Will Oversee Large Complex Renovations and New Build Projects

USA, Tallahassee, Florida. February 12, 2019

H-CPM announced today that Bill DeMeo has joined the organization as a Senior Project Manager. The announcement was made by H-CPM Principal Stephen Siegel.

As Senior Project Manager, Bill will manage and oversee the company's growing number of large and complex hotel renovation and new build projects.

Bill has 27 years of experience as a Project Manager in construction. Prior to joining H-CPM, he spent six years as an Owner's Representative focused primarily on the hospitality industry where he managed the renovation of over 4,000 guest rooms and numerous public space projects. Over the past three years he completed five mold remediation projects, the most extensive of which carried a cost of $17 million. Bill also has a comprehensive background in managing electrical and mechanical work and has completed several chillers, cooling towers and BMS system replacement projects.

After graduating from Long Island University with a Bachelor of Science in Business Administration Bill began his career working for an electrical contractor gaining experience in new construction high-rise offices, hotels and apartment buildings in New York City. He later worked for two Fortune 500 companies in national accounts and managed sales and service teams at W.W. Grainger and Sears Product & Repair Services division as well as working for two solar energy startups at the inception of the solar industry.


Bill DeMeo
/ SLIDES

About H-CPM

Media Contact:

Stephen Siegel
Principal
H-CPM
T: 973-227-5200
E: ssiegel@hospitalitycpm.com
W: http://www.h-cpm.com

Subscribe to our newsletter
for more Hotel Newswire articles

Related News

Choose a Social Network!

The social network you are looking for is not available.

Close
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.