Mentorship often plays a big role in career growth. Were there any mentors or pivotal conversations that helped guide your path into leadership?
Yes, early in my career I had a general manager who really believed in investing in people. When I expressed interest in Revenue Management, he provided the same training and access to learning that the property’s revenue leader received, before I’d even made the transition. He also gave our team the autonomy to make decisions and, just as importantly, to make mistakes. I learned that great leaders don’t just correct; they coach.
You’ve led revenue strategies at both portfolio and regional levels. Can you share a project or initiative where technology played a key role in improving outcomes or solving a tough challenge?
When managing a large portfolio, technology plays a critical role in helping prioritize where to focus. For example, if I were reviewing performance across 100 hotels and noticed that overall revenue was down year-over-year, that topline number alone wouldn’t be enough to act on. With the right tools, I could drill down into the data to isolate patterns — say, discovering that ten properties in the same market were underperforming due to similar issues in specific segments or distribution channels.
That level of visibility allows for smarter, more targeted action. Instead of trying to solve the problem across all 100 hotels, technology helps narrow the scope, prioritize the most impactful levers, and implement strategies that drive measurable improvement in both revenue and profitability.
Hotel tech has evolved dramatically—from Excel spreadsheets to AI-driven forecasting tools. What tools or capabilities are you most excited to use or see mature in the next few years?
I’m particularly excited about the continued evolution of AI and how it will further integrate into daily workflows, not just for revenue strategy, but also for improving the guest journey and influencing spend behavior both pre-arrival and onsite. As AI becomes more sophisticated and intuitive, it will unlock new opportunities for personalization, efficiency, and profitability across the hospitality ecosystem.
Now that you’re at Dreamscape Hospitality, how are you thinking about building a future-ready revenue team—especially in terms of tech literacy and adaptability?
My goal is to build a team that sees technology not as a threat, but as an enabler. We want our people to feel empowered to use evolving tools to do their jobs more effectively. That means cultivating a culture of curiosity, collaboration, and continuous learning. Technology is constantly changing, and the teams who thrive are the ones who embrace that change, not just react to it.
What advice would you give to someone working in front office or reservations today who wants to follow a similar path into hotel tech and revenue leadership?
Don’t be afraid to ask for a seat at the table. Curiosity is a strength—use it to your advantage. Seek out mentors who will help guide your growth and aren’t afraid to share knowledge. Be open to where the journey takes you; the path may look different than you expect, but that’s often where the best opportunities lie.
