How to Record a Hotel Revenue Manager Video Job Ad

Date modified: 2nd June 2025 | This article explains how you can record a hotel revenue manager video job ad inside the Pilla App which you can share with external candidates. You can also check out the Job Ads Guide for more info on other roles or check out the docs page for Managing Videos in Pilla.

Article Content

Revenue management is where hospitality meets analytics. Revenue managers spend their days in data—demand patterns, competitive rates, distribution channels, booking curves—to optimise the yield from every room, every night. It's a specialist function that requires both hospitality context and analytical capability. Your video job ad needs to communicate the commercial challenge and technical environment, because revenue managers evaluate opportunities through a different lens than operational hospitality professionals.

Step 1: Open with the Opportunity

Revenue managers assess opportunities based on complexity, autonomy, and career development. Lead with what makes your role compelling.

The commercial challenge: What's the revenue puzzle to solve? Maximising yield in a competitive market? Building revenue strategy from limited data? Optimising across multiple revenue streams? The intellectual challenge matters to analytically-minded candidates.

Be specific about property context: room count, ADR range, RevPAR performance versus market, seasonality patterns. These metrics help candidates assess complexity and fit.

System environment: Which RMS do you use—IDeaS, Duetto, Atomize, or manual? PMS integration? Rate shopping tools? Business intelligence systems? The technology stack affects daily work significantly.

Revenue managers have system preferences. Knowing your environment upfront prevents mismatches.

Strategic scope: Is this pricing execution within set parameters, or genuine strategic influence? Do they own rate strategy, or recommend for approval? Influence over distribution channel decisions? Marketing pricing input? The scope of strategic autonomy varies enormously.

Organisational structure: On-property role or cluster/regional? Reporting to GM, commercial director, or corporate revenue? Understanding the structure helps candidates assess fit and influence.

Step 2: Show Your Commercial Environment

Revenue managers work differently than operational roles—often more screen time, more analysis, less guest interaction. Show what their daily environment looks like.

The workspace: Office setup, desk environment, technology access. Revenue managers need good working conditions for analytical work—multiple screens, quiet focus time, system access.

Data environment: What reporting and analytics exist? Dashboard access? Competitive intelligence? Historical data quality? The data available shapes what revenue management is possible.

Property context: Brief property overview—the physical hotel they're optimising. Understanding the product helps revenue managers think about pricing strategy.

Market context: Competitive set and market positioning. Local demand drivers—business, leisure, events. Seasonality patterns. The market dynamics that shape revenue strategy.

Cross-functional interaction: Who does revenue management work with? GM, sales, front office, marketing? The collaborative relationships that affect strategy implementation.

Step 3: Paint a Picture of the Role

Revenue management responsibilities vary by property size, group structure, and organisational maturity. Define what yours involves.

Pricing and rate strategy: Daily pricing decisions—BAR movements, promotional rates, package pricing. Seasonal strategy development. Special event pricing. The tactical and strategic pricing work.

What authority level? Independent pricing within parameters, or everything requiring approval?

Demand forecasting: Building and maintaining demand forecasts. Analysing booking patterns and pace. Predicting need periods and sellout dates. The analytical core of revenue management.

Distribution management: Channel mix optimisation. OTA relationship and rate parity. Direct booking strategies. GDS management if applicable. The complexity of getting the right rooms to the right channels.

Inventory management: Room type optimisation. Overbooking strategy. Length-of-stay controls. Inventory restrictions during high demand. The granular decisions that affect daily revenue.

Competitive monitoring: Rate shopping and competitive analysis. Market positioning decisions. Understanding competitor strategy and responding appropriately.

Analysis and reporting: Daily pickup reports. Weekly and monthly performance analysis. Strategy meeting preparation. Ownership reporting if applicable. The communication of revenue performance.

Cross-functional collaboration: Working with sales on group pricing and displacement. Front office on upgrade and upsell programs. Marketing on promotional timing. Events on function space yield.

Strategic planning: Annual budget process involvement. Long-term revenue strategy. Capital project revenue impact assessment. The strategic contribution beyond daily tactics.

Meeting cadence: Daily stand-ups? Weekly revenue meetings? Monthly strategy sessions? What's the rhythm of collaboration and decision-making?

Step 4: What Revenue Management Requires

The skill set is distinctive—analytical capability plus hospitality context.

Analytical capability: Strong numerical aptitude. Excel proficiency—this is non-negotiable. Data analysis skills. Pattern recognition in complex data. The intellectual foundation for revenue work.

System proficiency: RMS experience—ideally with your specific system. PMS familiarity. Rate shopping tool competence. Quick learning of new systems if not matching experience.

Revenue management knowledge: Understanding of yield management principles. Pricing elasticity concepts. Distribution economics. Competitive positioning strategy. The theoretical framework that guides decisions.

Hospitality context: Revenue decisions affect operations. Understanding front office constraints, guest experience implications, and operational realities. Revenue managers without hospitality background can make technically optimal but operationally impossible decisions.

Communication ability: Translating analytical findings into actionable recommendations. Presenting strategy to non-analytical colleagues. Explaining revenue concepts to GM and owners. The bridge between data and decisions.

Commercial instinct: Beyond the numbers, good revenue managers develop intuition for what will work. Market reading ability. Competitive sensitivity. The judgement that supplements analytics.

Experience calibration: What level do you need? Entry-level revenue analyst growing into the role? Experienced revenue manager ready to own strategy? Cluster experience or single-property focus?

Education and certification: Relevant degree? Revenue management certification (CHRM, CRM)? These indicate commitment to the discipline but aren't always essential.

Step 5: Make the Offer Compelling

Revenue manager compensation reflects the specialist skill set and commercial impact.

UK compensation context:

  • Revenue Analyst: £28,000-35,000
  • Revenue Manager (single property): £35,000-48,000
  • Revenue Manager (cluster): £42,000-55,000
  • Director of Revenue: £55,000-75,000+

Location matters—London premium, regional typically lower.

Bonus structures: Performance bonus tied to RevPAR performance? Budget achievement? Revenue targets? What percentage is realistic based on property performance?

Revenue managers often appreciate performance-linked compensation as their contribution is measurable.

Benefits package: Pension, healthcare, annual leave. Standard professional benefits expected at this level.

Technology access: Good systems make revenue management better. Access to proper RMS, rate shopping tools, BI systems. For revenue managers, technology investment signals how seriously the company takes the function.

Professional development: Revenue management conferences. Certification support. Industry networking. Software training for new systems. Investment in keeping skills current.

Career trajectory: Single property to cluster? Regional or corporate revenue roles? Commercial director pathway? What progression exists for strong performers?

Remote/hybrid flexibility: Revenue management can often be done partially remotely. What flexibility exists? This increasingly matters for candidate decisions.

Working hours: Revenue management is less shift-based than operational roles. Typical working patterns? Weekend requirements—often needed during high-demand periods? Travel if cluster role?

Step 6: The Application Process

Revenue manager hiring should assess both analytical capability and hospitality fit.

Application requirements: CV highlighting revenue management experience—properties, systems, results. Quantified achievements if possible—RevPAR improvement, market share gains. System experience explicitly stated. Salary expectations.

Assessment approach: Initial conversation: experience, systems knowledge, analytical approach. Technical assessment: case study, data analysis exercise, or strategy scenario. Practical discussion: reviewing historical data and discussing strategy. Cultural fit: meeting GM, commercial team, or peer revenue managers.

What you're assessing: Analytical capability: can they work with data effectively? System proficiency: can they operate in your technology environment? Strategic thinking: can they see beyond tactics to strategy? Communication: can they translate analysis into decisions? Cultural fit: will they collaborate effectively with operations?

Technical testing: Consider a practical exercise—analysing demand data, recommending pricing strategy, forecasting a period. Seeing how candidates approach analytical problems reveals more than interview questions.

Revenue-specific references: Reference specifically for analytical capability and business impact. Previous GMs or commercial directors can speak to strategic contribution. Understand actual results achieved, not just responsibilities held.

Trial or project: Some revenue manager hires benefit from short consultative projects before full commitment. Reviewing current strategy, making recommendations—seeing thinking in action.

Two-way evaluation: Good revenue managers assess your data quality, system environment, and strategic autonomy. Be prepared to answer detailed questions about your commercial setup. Their evaluation of your environment is as important as your evaluation of them.

Revenue management increasingly drives hotel profitability. Finding someone who combines analytical rigour with commercial instinct—and can work effectively with operations—creates real competitive advantage.