Editorial Board   

Mr. van Meerendonk

Paul van Meerendonk

Director of Advisory Services, IDeaS Revenue Solutions

As Director of Advisory Services for IDeaS Revenue Solutions, Paul van Meerendonk leads a global team of revenue management advisors who are focused on hotel revenue optimization projects.

Mr. van Meerendonk is currently responsible for the global development, management and operations of the Advisory Services team and overseeing the hiring, training and management of industry-leading consultants located in London, Beijing, Singapore and Atlanta, as well as growing the consulting team in line with business opportunities.

Mr. van Meerendonk also represents IDeaS on industry thought-leadership initiatives related to trends and best practices within revenue management, including authoring a number of white papers, conducting public speaking engagements, as well as leading key client webinars with an average audience of over 200 global representatives.

During his time with IDeaS, Mr. van Meerendonk has successfully led several high-profile consulting projects for key clients and hotel groups in gateway cities, resort destinations and regional hubs. These include pre-opening market studies, price and product repositioning, performance analysis, mentoring, audits, process and procedure development and a variety of other revenue management engagements. On behalf of IDeaS, Mr. van Meerendonk has also worked with some of the leading hotel brands around the world to develop their revenue management capabilities and cultures. This included support with the creation of revenue management for hire programs, producing revenue management development roadmaps and improving price and product optimization through the implementation of advanced analytical capabilities.

Mr. van Meerendonk started his hotel career with Starwood Hotels and Resorts, where he was active in Sales & Marketing and Revenue Management roles in Europe and Asia including corporate and regional positions. He also worked as Asset Manager for Jones Lang LaSalle Hotels in London where he was responsible for asset managing several branded hotels throughout the UK and Europe on behalf of clients.

Mr. van Meerendonk is multilingual, fluent in English and Dutch as well as speaking German and French. He holds a Bachelor’s Degree in Commercial Economics from the Amsterdam School of Business, is a certified Six Sigma Greenbelt and is currently Vice Chair for the HSMAI Europe Revenue Management Advisory Board.

Mr. van Meerendonk can be contacted at +44 (0) 118-82-8100 or paul.vanmeerendonk@ideas.com

Coming up in March 2019...

Human Resources: An Era of Transition

Traditionally, the human resource department administers five key areas within a hotel operation - compliance, compensation and benefits, organizational dynamics, selection and retention, and training and development. However, HR professionals are also presently involved in culture-building activities, as well as implementing new employee on-boarding practices and engagement initiatives. As a result, HR professionals have been elevated to senior leadership status, creating value and profit within their organization. Still, they continue to face some intractable issues, including a shrinking talent pool and the need to recruit top-notch employees who are empowered to provide outstanding customer service. In order to attract top-tier talent, one option is to take advantage of recruitment opportunities offered through colleges and universities, especially if they have a hospitality major. This pool of prospective employees is likely to be better educated and more enthusiastic than walk-in hires. Also, once hired, there could be additional training and development opportunities that stem from an association with a college or university. Continuing education courses, business conferences, seminars and online instruction - all can be a valuable source of employee development opportunities. In addition to meeting recruitment demands in the present, HR professionals must also be forward-thinking, anticipating the skills that will be needed in the future to meet guest expectations. One such skill that is becoming increasingly valued is “resilience”, the ability to “go with the flow” and not become overwhelmed by the disruptive influences  of change and reinvention. In an era of transition—new technologies, expanding markets, consolidation of brands and businesses, and modifications in people's values and lifestyles - the capacity to remain flexible, nimble and resilient is a valuable skill to possess. The March Hotel Business Review will examine some of the strategies that HR professionals are employing to ensure that their hotel operations continue to thrive.