As Conrad Hilton said over a century ago “success seems to be connected to action. Successful people keep moving”.  It is this continuous improvement that we are looking for – a butterfly effect of success that means that even small changes lead to big impacts.

It is with action in mind, that this year we focused on a set of objectives that are crucial for driving financial growth, improving team capabilities, and elevating guest experiences across our properties. And importantly they are consistent with last year – because we want to build on success.

This year’s 3 focus areas:

1. Venue Revenue: We aim to enhance both the sleeper/diner ratio and revenue per head. This means creating more opportunities for guests to dine with us and ensuring every meal delivers value.
2. Retail Talent: We need to strengthen our teams by focusing on skills training, efficient payroll management, and talent acquisition to deliver excellence consistently.
3. GM&E and Venue Profitability: Our goal is to refine the revenue mix, achieve compliance across programs, and maximize profitability from every event and venue.

These objectives align with clear measures—revenue per sleeper, training completion rates, and compliance percentages—so we can monitor our progress and adjust as needed.

These are all currently being manually tracked on a monthly basis by our Regional Directors and we ask that you as our food and drink leaders support wholeheartedly by being proactive in your approach understanding that these have been set by Hilton’s senior leadership team – if you are in any way uncertain as to the power of these priorities, rewatch The SVP Taste Spotlight from the conference where David, Steve and Guy all shared powerful success stories from across the region.

Your call to action

With only one month to go there is everything to play for – don’t be the hotel in the red, get those priorities uploaded into your regional SharePoint asap!