So… should the Revenue Manager report to the Director of Sales & Marketing?
Short answer? No. Nope. Nuh-uh. Nein.
Unless you like living in a world where the fox manages the henhouse and every pricing decision sounds like, “Let’s do a tactical campaign to boost Q3 because we feel like it.” 😬
Let’s unpack this the only way we know how: with sarcasm, analogies, and the occasional uncomfortable truth.
🧩 Option 1: Reporting to the DOSM
Pros:
- Alignment with sales targets (aka “We need to hit our group numbers now!”)
- Shared calendar access (Yay?)
- You’re in the same room for strategy talks
Cons:
- Revenue becomes the “discount department”
- Data loses to “gut feel”
- You become the person who just makes reports
- “We have to do something!” becomes the gospel
Feels like: You’re dating someone who says they love you but keeps flirting with your competitor. It’s all hugs and promises until the end-of-month numbers drop. Then it’s awkward silence and “We should talk.”
🧮 Option 2: Reporting to the GM
Pros:
- Bigger picture view
- Direct access to the person responsible for the P&L
- You’re treated as a strategic asset, not just an Excel wizard
Cons:
- GMs vary wildly, some are data lovers, some are gut gamblers
- If the GM doesn’t “get” RM, you’re still explaining why RevPAR matters 12 months in
Feels like: Having parents who want the best for you, but don’t quite understand why you’re still single at 35 despite being incredibly smart. “Have you tried lowering your standards?” 😅
🧠 Option 3: Reporting to Finance
Pros:
- Aligned with profit, not just top-line
- Financial logic meets commercial strategy
Cons:
- You’re now part of The Spreadsheet Syndicate™
- Every dynamic price move needs a 12-tab justification
- Risk of getting buried under cost centres
Feels like: Married to someone who’s emotionally stable and good with money, but who measures love in ROI.
💥 Option 4: Reporting to the CCO / Commercial Head
Pros:
- True commercial integration: Sales, Marketing, Revenue, Distribution
- Your KPIs make sense across all teams
- Collaboration replaces conflict
Cons:
- Requires actual commercial leadership (rare but beautiful)
- If it’s just a title and not a function, you’re still alone at the revenue table
Feels like: Finally dating someone who gets you. You speak the same language. You dream big, fight fair, and yes…you build future-proof pricing strategies together. 💑💸
The Reality:
Revenue Managers are still fighting to be heard.
If you report to Sales, you’re at risk of becoming a puppet. If you report to Finance, you become a calculator. If you report to the GM, you might just become a ghostbuster. Only in a well-functioning commercial ecosystem are you truly unleashed.
Because here’s the truth: Revenue Management isn’t a support function. It’s not a sub-section of Sales. And it’s definitely not just pricing.
It’s the engine room of modern hospitality—merging data, demand, and dollars into decisions.
So next time someone asks, “Who should the RM report to?” – What you gonna say?
Love,
Fabi
Bit about me: I’m Fabian Bartnick aka. Fabi – The Commercial Growth Leader. I’ve built and exited hospitality tech companies, trained thousands of leaders worldwide in sales, marketing and revenue management, and helped businesses in multiple industries align their commercial teams for measurable growth.
If you’re ready to align your sales, marketing, and data into one unstoppable growth engine, connect with me on LinkedIn.
TL;DR: I make people better and companies more money.
