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Changing a PMS is one of the most disruptive decisions a hotel can make. It touches every department, every workflow, and often exposes how much of daily operations rely on habit rather than design. At Sunborn London, the trigger was not innovation for its own sake, but constraint. “We always felt that what’s stopping us from growing was the system,” says General Manager Francisco Ventura. That framing matters. PMS changes are rarely driven by opportunity first. They are driven by accumulated friction. The selection process…

It is a deceptively simple question, and one that rarely gets a satisfying answer. From the outside, the role appears composed, almost theatrical. A well-dressed figure moving through the lobby, greeting guests by name, stepping into meetings, resolving issues before they surface. Everything looks smooth, deliberate, under control. But that surface hides a reality that is far more complex, fragmented, and, at times, chaotic. To move beyond the clichés, we gathered dozens upon dozens of firsthand accounts from General Managers…

📈 At Sunborn London, the PMS change process began in mid-2024, with a contract signed in early 2025 and implementation by May 2025. The change aimed to reduce operational fragmentation and improve efficiency, saving 4-5 staff hours daily by reducing check-in time by 2 minutes per guest. Automation, such as integrated payments and mobile housekeeping, enhanced workflows. The shift emphasized training and abandoning legacy processes, reducing inefficiencies and increasing guest engagement. Ventura highlights the…