,i :h :huh %xloglqj &duv, - ahla · 2018-05-08 ·

Hospitality Financial Leadership

Labor Productivity – Measurements, Tracking and Planning

Alberta Hotel and Lodging Association - April 20181

- Today’ Session • Schedule With Productivity

• Track Your Results

• Next Year's Budget

• Creating Incentives That Produce

• The BIG Hotel System for Productivity

• Include Productivity On Your Financials

• Top 10 Productivity Killers In Your Hotel

• Some Free Stuff & a Copy of The Presentation

• Ask Questions as We Go

Alberta Hotel and Lodging Association - April 2018 2

• If We Were Building Cars

• You Can’t Manage What U Can’t Measure

• EFTE’s

• Exercise – Calculating EFTE’s

• Productivity Measurements For Hospitality

• Exercise – Calculating Productivity

• KBI’s – Key Business Indicators

• Establishing a Base Line for Productivity

If We Were Building CarsI

We Would Know Our Productivity & Strive To Innovation For Continuously Improvement


You Can Do The SameI

A 75 Room Hotel Operation @ 75% -

Produces 20,000 Units of Rooms Production


You Can Do The SameI

A 50 Seat Restaurant That Does Three Turns

Per Day Produces 55,000 Units of Customer Cover

Production


What Is Productivity?

the effectiveness of productive effort, especially in

industry, as measured in terms of the rate of output per

unit of input


You Cannot Manage What You Cannot Measure

Peter Drucker -


It means that you can't know whether or not you are successful unless success is defined and tracked.

What You Measure Improves


Pearson's Law: "That which is measured improves. That which is measured and reported improves exponentially." - Karl Pearson

Monson’s Law - "When performance is measured, performance improves. When performance is measured and reported back, the rate of improvement accelerates." - Thomas S. Monson.

Why Would We Bother to Track Productivity In the Rooms Department?


1. In a Former Life - Rooms Productivity ranged 1.42 hours per room occupied to 2.09

• In a limited service operation your probably closer to 1 or 1.25 hours per room occupied

• 75 rooms at 75% occupancy is 20,531 units• What would a 5% decline or improvement be worth?• (.05 *20,531) = 1026 hours lost or saved• Hospitality is a game of inches• @ $25 per hour with benefits that’s $25,500• What if it was 10% or 20%?

Why Would We Bother to Track Productivity In the Food and Beverage Department?


1. In a Former Life - F&B Productivity ranged .52 hours per customer cover to .94

• In a limited service operation your probably somewhere on the higher end – no banquets

• 50 seats – 3 turns per day = 54,750 customer covers• What would a 5% decline or improvement be worth?• (.05 *54,750) = 2737 hours lost or saved• Another game of inches• @ $25 per hour with benefits that’s $68,350• What if it was 10% or 20%?

Let’s Look At The Productivity Math – It’s Straight Forward


Calculating EFTE’s and Productivity



EFTE

Equivalent Full Time Employee – It’s a statistic

Allows us to see through the number of employees to the EFTE’s

And here’s the math!

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EFTE 40 hours is a full time equivalent week of work

7 days in a week

40 hours divided by 7 = 5.714

Daily hours are 5.714 for one EFTE.

Days of the month times 5.714 (31*5.714) = 177.1

5.714 * 365 days in a year = 2086 hours = 1 EFTE

Leap Year – 2092 hours

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EFTE

How is it useful ?

E.g. The front desk worked 9,256 hours last year

How many efte’s?

9256 / 2086 = 4.4 EFTE’s

EFTE measures productivity by dividing hours worked by the divisor regardless of how many people work in the department

Useful to express similar data in a concise format – leads to benchmarking & creates a base line

15

EFTE Exercise

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EFTE Exercise

17


Productivity

Why is it useful to understand and track?

If we were building furniture what labor productivity would we measure?

What about in the Rooms Department?

What about in the F&B Department?

18


Hotel Productivity – Hours Per Room Occupied and Hours Per Customer Cover Served

Hours per room occupied – total hours worked in the rooms area. Housekeeping and guest services divided by the number of rooms occupied

Hours per customer cover – hours worked in the F&B area divided by the number of customer covers

Is this the best way to measure productivity?

Why?

As the manager or owner what do I control?

19

Productivity Exercise

20



21


The Housekeeping Department

DAY (5.71)Hours Worked on January 15th in Housekeeping 222

Rooms Occupied on January 15th 350

MONTH (177)Hours Worked in January in Housekeeping 5925

Rooms Occupied in January 9925

YEAR (2086)Hours Worked in 2014 in Housekeeping 76255

Rooms Occupied in 2014 139879

Question 1.

How many hours of work are required to sell one room? (hint - divide hours worked by rooms sold)222/350

Question 2.

How many hours of work are required to sell one room? (hint - divide hours worked by rooms sold)5925/9925

Question 3.

How many hours of work are required to sell one room? (hint - divide hours worked by rooms sold)

76255/139879

Question 4.

Which productivity of the three above is the best?

Systems Are Beautiful

Also known as…Don’t Fix the People.. Fix the System


Labor Productivity – KBI’s“Labor - Key Business Indicators For Hotels”


- Some Popular Hotel Labor KBI’s • Room Attendant - Hours Per Room Occupied

• Housekeeping - Hours Per Room Occupied

• Front Desk - Hours Per Room Occupied

• Total Rooms – Hours Per Room Occupied

• Kitchen Production – Hours Per Customer Cover Served

• Kitchen Cleaning – Hours Per Customer Cover Served

• F&B Service – Hours Per Customer Cover Served

• Total F&B – Hours Per Customer Cover Served


Establishing a Base Line For Labor Productivity

Where Are You Today? – It’s The First Step

• Define Your Labor Buckets (be consistent)• 1 Year of Data – 2 Years Is Better• Organize Data By Month• What’s My Annual and Monthly

Performance Measure? KBI’s


Establishing a Base Line For Labor Productivity

Where Do You Find This Data?

• Time Clocks• Sign In Sheets• Payroll Records• Cash vs. Accrual Method• Regular, OT and DT hours only• Just productive hours


- Your Buckets

• Guest Room Attendants

• Housekeeping – Public Spaces, Laundry, Runners – all other

• Front Desk – Reception, Service + Managers

• Total Rooms – Total Hours In The Rooms Department

• Kitchen Production – All Preparation

• Kitchen Cleaning – All Dishwashing and Cleaning

• F&B Service – All Service Positions + Managers

• Total F&B – Total Hours in F&B



Six Months of Data

Hours Worked January February March April May June Total

Room Attendant 729 784 848 721 952 1039 5073

Housekeeping 475 425 479 505 547 605 3036

Front Desk 794 702 791 789 1042 1257 5375

Total Rooms 1998 1911 2118 2015 2541 2901 13484

Kitchen Food 892 796 909 755 1025 1285 5662

Kitchen Cleaning 456 426 478 488 502 522 2872

Service 1140 1050 1178 1299 1475 1679 7821

Total F&B 2488 2272 2565 2542 3002 3486 16355

Rooms Sold 1395 1345 1438 1105 1775 1905 8963

Covers Served 2479 2325 2259 1989 2471 3325 14848

KBI's

Room Attendant 0.523 0.583 0.590 0.652 0.536 0.545 0.566

Housekeeping 0.341 0.316 0.333 0.457 0.308 0.318 0.339

Front Desk 0.569 0.522 0.550 0.714 0.587 0.660 0.600

Total Rooms 1.432 1.421 1.473 1.824 1.432 1.523 1.504

Kitchen Food 0.360 0.342 0.402 0.380 0.415 0.386 0.381

Kitchen Cleaning 0.184 0.183 0.212 0.245 0.203 0.157 0.193

Service 0.460 0.452 0.521 0.653 0.597 0.505 0.527

Total F&B 1.004 0.977 1.135 1.278 1.215 1.048 1.101

Schedule “With” Productivity



Housekeeping Schedule Week of March 11, 2018 TotalWeek

Actual Occ 32 38 39 42 45 48 55 299

Sunday Monday Tuesday Wednesday Thursday Friday Saturday

Room peter 10-6 8 9-4 7 8-4 8 8-4 8 9-4 7 38Attendants paul 9-4 7 8-4 8 9-4 7 22

mary 10-4 6 8-4 8 8-4 8 8-4 8 11-4 5 35chris 10-4 6 6david 8-4 8 10-4 6 9-4 7 21

susan 10-4 6 8-4 8 8-4 8 9-4 7 9-4 7 36peter 10-4 6 10-2 4 8-4 8 8-4 8 9-4 7 33SUB 26 20 20 24 32 34 35 191

Housekeeping issac 10-4 6 8-4 8 9-4 7 21jim 8-4 8 8liz 12-6 6 9-4 7 10-4 6 2-8 6 9-4 7 32

donna 12-7 7 9-4 7 14kim 10-4 6 8-4 8 9-4 7 21jill 10-4 6 8-4 8 8-4 8 22

SUB 18 13 14 14 15 23 21 118

Total Hours 44 33 34 38 47 57 56 309Sat Rms

48 ROOM A PROD 0.542 0.625 0.526 0.615 0.762 0.756 0.729 0.639HSKP PROD 0.563 0.342 0.359 0.333 0.333 0.479 0.382 0.395


Six Months of Data


Room Attendant 729 784 848 721 952 1039 5073

Housekeeping 475 425 479 505 547 605 3036

Front Desk 794 702 791 789 1042 1257 5375

Total Rooms 1998 1911 2118 2015 2541 2901 13484

Kitchen Food 892 796 909 755 1025 1285 5662


Service 1140 1050 1178 1299 1475 1679 7821

Total F&B 2488 2272 2565 2542 3002 3486 16355

Rooms Sold 1395 1345 1438 1105 1775 1905 8963

Covers Served 2479 2325 2259 1989 2471 3325 14848

KBI's

Room Attendant 0.523 0.583 0.590 0.652 0.536 0.545 0.566

Housekeeping 0.341 0.316 0.333 0.457 0.308 0.318 0.339

Front Desk 0.569 0.522 0.550 0.714 0.587 0.660 0.600

Total Rooms 1.432 1.421 1.473 1.824 1.432 1.523 1.504

Kitchen Food 0.360 0.342 0.402 0.380 0.415 0.386 0.381


Service 0.460 0.452 0.521 0.653 0.597 0.505 0.527

Total F&B 1.004 0.977 1.135 1.278 1.215 1.048 1.101


Housekeeping Actual Result Week of March 11, 2018 TotalWeek

Actual Occ 30 36 44 46 48 52 53 309

Sunday Monday Tuesday Wednesday Thursday Friday Saturday

Room peter 10-6 8 9-4 7 8-4 8 8-4 8 9-4 7 38Attendants paul 9-4 7 8-4 8 9-4 7 22

mary 10-4 6 8-4 8 8-4 8 8-4 8 30chris 10-4 6 6david 10-4 6 12-4 4 10

susan 10-4 6 8-4 8 8-4 8 9-4 7 9-4 7 36peter 10-4 6 10-2 4 8-4 8 8-4 8 9-4 7 33SUB 26 20 20 24 24 29 32 175

Housekeeping issac 10-4 6 8-4 8 9-4 7 21jim 12-4 4 4liz 12-6 6 9-4 7 10-4 6 2-8 6 2-8 6 31

donna 12-7 7 9-4 7 14kim 10-4 6 4-8 4 9-4 7 17jill 6-10 4 8-4 8 8-4 8 20

SUB 16 13 10 14 15 19 20 107

Total Hours 42 33 30 38 39 48 52 282Sat Rms

49 ROOM A PROD 0.531 0.667 0.556 0.545 0.522 0.604 0.615 0.566HSKP PROD 0.533 0.361 0.227 0.304 0.313 0.365 0.377 0.346


What’s The Result?

We Saved 27 Hours This Week We Achieved Basically The Same Productivity as Last March We Didn’t Ask Anyone to Do Anything They Have Not Done Before If We Do The Same Each Week? 27*52*$25= $35,000 – minimum savings – just from housekeeping! Focus on Productivity Each Week – Schedule and Actual Winning With Productivity Is Like Baseball

33

Many Hands Make Light Work


Next Year’s Budget – How To Use My Baseline

• Set Occupancy Target/Budget Month by Month –Rooms Sold and Customer Cover Counts

• Use Your Monthly Baseline to Determine Hours• Tweak Your Budget For Improved Productivity

Where It Makes Sense



Where Are My Opportunities?

Where in Rooms? Where in F&B? Learn From Our Mistakes Data Wins

Six Months of Data


Room Attendant 729 784 848 701 1098 1039 5199

Housekeeping 475 499 479 445 661 695 3254

Front Desk 794 702 791 729 1042 1245 5303

Total Rooms 1998 1985 2118 1875 2801 2979 13756

Kitchen Food 892 796 909 755 1025 1285 5662


Service 1140 1050 1178 1299 1475 1679 7821

Total F&B 2488 2272 2565 2542 3002 3486 16355

Rooms Sold 1395 1345 1438 1105 1775 1905 8963

Covers Served 2479 2325 2259 1989 2471 3325 14848

KBI's

Room Attendant 0.523 0.583 0.590 0.634 0.619 0.545 0.580

Housekeeping 0.341 0.371 0.333 0.403 0.372 0.365 0.363

Front Desk 0.569 0.522 0.550 0.660 0.587 0.654 0.592

Total Rooms 1.432 1.476 1.473 1.697 1.578 1.564 1.535

Kitchen Food 0.360 0.342 0.402 0.380 0.415 0.386 0.381


Service 0.460 0.452 0.521 0.653 0.597 0.505 0.527

Total F&B 1.004 0.977 1.135 1.278 1.215 1.048 1.101

People Would Think We Are Crazy –“Wanting Perfection”


What Is “The One Thing” We Know For Sure About The Budget and the Forecast?



Six Months of Data


Room Attendant 729 784 848 721 952 1039 5073Housekeeping 475 425 479 505 547 605 3036Front Desk 794 702 791 789 1042 1257 5375Total Rooms 1998 1911 2118 2015 2541 2901 13484

Kitchen Food 892 796 909 755 1025 1285 5662Kitchen Cleaning 456 426 478 488 502 522 2872Service 1140 1050 1178 1299 1475 1679 7821Total F&B 2488 2272 2565 2542 3002 3486 16355

Rooms Sold 1395 1345 1438 1105 1775 1905 8963Covers Served 2479 2325 2259 1989 2471 3325 14848

KBI's

Room Attendant 0.523 0.583 0.590 0.652 0.536 0.545 0.566Housekeeping 0.341 0.316 0.333 0.457 0.308 0.318 0.339Front Desk 0.569 0.522 0.550 0.714 0.587 0.660 0.600Total Rooms 1.432 1.421 1.473 1.824 1.432 1.523 1.504

Kitchen Food 0.360 0.342 0.402 0.380 0.415 0.386 0.381Kitchen Cleaning 0.184 0.183 0.212 0.245 0.203 0.157 0.193Service 0.460 0.452 0.521 0.653 0.597 0.505 0.527Total F&B 1.004 0.977 1.135 1.278 1.215 1.048 1.101

Using Incentives to Raise Productivity

Broad Based – not just labor

Focus on service, engagement and productivityLink success to the whole picture

Incentives help create innovationAsk for and be open to new ideas

An Incentive Example


Hotel: ConstituentsGuest Staff Profit

Performance Level Guest Service Score Colleague Score Productivity Kickoff 80.00% 79.00 1.25Goal 81.50% 82.00 1.20Touchdown 83.00% 85.00 1.15

Weighting 30% 30.0% 40%Final Result for 2018 81.60% 83.00 1.21Award % 30.0% 30.0% 32.0% 92.0%

Base for Plan 10.00%

Total Projected Award % 92.00%

Salary $60,000

Pay Out $5,520

You must make productivity "goal" less (-) .01 to double up on the non financial measures.

An Incentive Example II


Hotel: ConstituentsGuest Staff Profit

Performance Level Guest Service Score Colleague Score Productivity Kickoff 80.00% 79.00 1.25Goal 81.50% 82.00 1.20Touchdown 83.00% 85.00 1.15

Weighting 30% 30.0% 40%Final Result for 2018 81.60% 83.00 1.19Award % 32.0% 40.0% 48.0% 120.0%

Base for Plan 10.00%

Total Projected Award % 120.00%

Salary $60,000

Pay Out $7,200

You must make productivity "goal" less (-) .01 to double up on the non financial measures.


Six Months of Data





KBI's



Recording Productivity On Your FinancialsCreate “More” Statistics Accounts For Your New Labor Buckets

Program Your Statements to Divide Hours Worked By Units Sold & Calculate Average Hourly Rate of Pay By Bucket & EFTE’s

Actual, Budget, Forecast and Last Year – Stats and Productivity

The BIG Hotel System - Rooms


Rooms Division Produtivity - Hours Worked Rooms Division Produtivity - Hours Per Room Occupied

Management Management

Actual Budget Last Y - Hours Worked- Actual Budget Last Y Actual Budget Last Y - Productivity- Actual Budget Last Y944 1237 1164 Front Office 4976 6151 6045 0.092 0.119 0.114 Front Office 0.119 0.155 0.149638 548 504 Housekeeping 2528 2736 2752 0.062 0.053 0.049 Housekeeping 0.060 0.069 0.068

Room Attendants 0.000 0.000 0.000 Room Attendants 0.000 0.000 0.000160 159 304 Reservations 800 789 1464 0.016 0.015 0.030 Reservations 0.019 0.020 0.036

Bell and Door 0.000 0.000 0.000 Bell and Door 0.000 0.000 0.0001742 1944 1972 Total 8304 9676 10261 0.171 0.187 0.194 Total 0.198 0.244 0.253

Hourly HourlyActual Budget Last Y - Hours Worked- Actual Budget Last Y Actual Budget Last Y - Productivity- Actual Budget Last Y2235 2197 2450 Front Office 10434 10699 10726 0.219 0.211 0.241 Front Office 0.249 0.270 0.2653680 3329 3335 Housekeeping 18250 16009 16589 0.360 0.319 0.327 Housekeeping 0.435 0.404 0.4105234 5420 5287 Room Attendants 21597 20058 21220 0.513 0.520 0.519 Room Attendants 0.515 0.507 0.524308 318 166 Reservations 1078 1578 757 0.030 0.031 0.016 Reservations 0.026 0.040 0.0193094 2798 2941 Bell and Door 13997 13582 13597 0.303 0.268 0.289 Bell and Door 0.333 0.343 0.336

14551 14062 14179 Total 65356 61926 62889 1.425 1.349 1.392 Total 1.557 1.564 1.552

Total TotalActual Budget Last Y - Hours Worked- Actual Budget Last Y Actual Budget Last Y - Productivity- Actual Budget Last Y3179 3434 3614 Front Office 15410 16850 16771 0.311 0.329 0.355 Front Office 0.367 0.426 0.4144318 3877 3839 Housekeeping 20778 18745 19341 0.423 0.372 0.377 Housekeeping 0.495 0.473 0.4775234 5420 5287 Room Attendants 21597 20058 21220 0.513 0.520 0.519 Room Attendants 0.515 0.507 0.524468 477 470 Reservations 1878 2367 2221 0.046 0.046 0.046 Reservations 0.045 0.060 0.0553094 2798 2941 Bell and Door 13997 13582 13597 0.303 0.268 0.289 Bell and Door 0.333 0.343 0.336

16293 16006 16151 Total 73660 71602 73150 1.596 1.536 1.586 Total 1.755 1.808 1.806

10211 10423 10186 Room Occupied 41975 39593 40509

Current Month "May" Year To Date May Current Month "May" Year To Date May


Food and Beverage - Hours Worked Food and Beverage Productivity - Hours Per Customer Served

Management Management

Actual Budget Last Y - Hours Worked- Actual Budget Last Y Actual Budget Last Y - Productivity- Actual Budget Last Y1404 1379 1403 Banquets 7899 6833 7084 0.062 0.058 0.056 Banquets 0.073 0.062 0.063

80 95 84 Room Service 268 315 290 0.046 0.043 0.044 Room Service 0.031 0.037 0.034315 329 405 All Day Restaurant 1515 1425 1689 0.015 0.014 0.019 All Day Restaurant 0.017 0.016 0.019285 309 358 Fine Dinning 1428 1616 1725 0.022 0.024 0.029 Fine Dinning 0.023 0.025 0.029785 888 812 Food Prep 3898 4125 4525 0.013 0.014 0.013 Food Prep 0.015 0.015 0.017285 315 329 Stewarding 1518 1618 1825 0.005 0.005 0.005 Stewarding 0.006 0.006 0.007405 378 419 F&B Admin 1878 1745 2189 0.007 0.006 0.007 F&B Admin 0.007 0.006 0.0083559 3693 3810 Total 18404 17677 19327 0.170 0.165 0.173 Total 0.172 0.168 0.176

Hourly HourlyActual Budget Last Y - Hours Worked- Actual Budget Last Y Actual Budget Last Y - Productivity- Actual Budget Last Y6038 6609 6966 Banquets 23494 24440 24013 0.267 0.280 0.277 Banquets 0.218 0.222 0.2131581 1558 1466 Room Service 7587 7398 7240 0.908 0.698 0.773 Room Service 0.887 0.872 0.8394529 3785 4125 All Day Restaurant 22589 20789 23458 0.212 0.165 0.193 All Day Restaurant 0.250 0.230 0.2663125 2899 3328 Fine Dinning 16251 14258 15999 0.242 0.227 0.267 Fine Dinning 0.265 0.222 0.2674893 4790 4898 Food Prep 22139 22119 21481 0.083 0.078 0.080 Food Prep 0.083 0.081 0.0804275 4442 4144 Stewarding 19765 19926 20616 0.073 0.072 0.068 Stewarding 0.074 0.073 0.076180 188 192 F&B Admin 905 828 929 0.003 0.003 0.003 F&B Admin 0.003 0.003 0.003

24621 24271 25119 Total 112730 109758 113736 1.788 1.524 1.662 Total 1.780 1.705 1.744

Total TotalActual Budget Last Y - Hours Worked- Actual Budget Last Y Actual Budget Last Y - Productivity- Actual Budget Last Y7442 7988 8369 Banquets 31393 31273 31097 0.329 0.338 0.333 Banquets 0.292 0.285 0.2751661 1653 1550 Room Service 7855 7713 7530 0.954 0.740 0.818 Room Service 0.918 0.909 0.8734844 4114 4530 All Day Restaurant 24104 22214 25147 0.226 0.180 0.212 All Day Restaurant 0.267 0.246 0.2853410 3208 3686 Fine Dinning 17679 15874 17724 0.264 0.252 0.295 Fine Dinning 0.288 0.248 0.2965678 5678 5710 Food Prep 26037 26244 26006 0.097 0.092 0.094 Food Prep 0.097 0.096 0.0964560 4757 4473 Stewarding 21283 21544 22441 0.078 0.077 0.073 Stewarding 0.080 0.079 0.083585 566 611 F&B Admin 2783 2573 3118 0.010 0.009 0.010 F&B Admin 0.010 0.009 0.012

28180 27964 28929 Total 131134 127435 133063 0.481 0.455 0.475 Total 0.490 0.467 0.493

Food and Beverage - May - Customers Served - Y T D May

22586 23610 25124 Customers Bqt 107585 109888 1129871742 2233 1896 Customers RS 8557 8482 8628

21402 22898 21389 Customers All D 90255 90238 8825812898 12745 12475 Customers FD 61289 64125 5987858628 61486 60884 Total Customers 267686 272733 269751

Current Month "May" Year To Date May Current Month "May" Year To Date MayT

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BIG

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&B


Six Months of Data





KBI's



The BIG Hotel System


The Top Ten –Productivity Killers In Your Hotel

•The Hotel Financial Coach’s Top 10 List



• Number 10

•Being a Perfectionist



• Number 9

•Working Without a Routine



• Number 8

•Not Asking & Giving Rewards For a Room Credit



• Number 7

•Not Capturing DnD Credits



• Number 6

•Not Using an Up to Date & Accurate Daily Forecast



• Number 5

•Scheduling Based on Plus Not Minus



• Number 4

•Lack of Effective Communication



• Number 3

•Extra Breaks For Snacks, Smokes and the Bathroom



• Number 2

• Not Tracking and Scheduling With Productivity Measures



• Number 1

•Smart Phones: Email, Text, & Social Media

Thank You!


• Brief Survey In A Moment..

Just For You!


• Receive a Complimentary Copy of This Presentation – Send me an email or drop a business card -

[email protected]

• If You Want to Receive My Weekly Blog on Hospitality Financial Leadership – Go to my website and download my Free Guidebook - The Seven Secrets to Create a Financially Engaged Leadership Team in Your Hotelwww.hotelfinancialcoach.com

Free Tools & Treats!


If you would like a copy of any of the following send me an email at [email protected]•EFTE and Productivity Exercise•Creating a Hotel Financial Policy Manual – A White Paper•Hotel Financial Coach “Services Sheet”•F&B Productivity Spreadsheet•Rooms Productivity Spreadsheet•How The Hotel Financial Coach Helped Me•Hospitality Financial Leadership – A White Paper – 6 Month Assignment•Management Incentive Plan Template•Financial Leadership Recipe F TAR W•Hotel Financial Coach – “Speaking Sheet”•Flow Thru Cheat Sheet – Enhanced

Speaking & Help!


Do you need a dynamic speaker with a unique and creative financial message for your next hospitality event?

Are you thinking about your management team and what to engage them with this year? Consider a full or half day hospitality financial leadership [email protected]

Give the coach a call and let’s get going!

Book a 1-1 session with me here at the conference and let’s see how you can create more profit in your hotel.

Survey!


,i :h :huh %xloglqj &duv, - ahla · 2018-05-08 ·

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