The approach
How we think about revenue.
Ten operating principles. Not tactics. Not opinions. The non-negotiable spine of every engagement.
- 01
Know your data. Your own data, and the market's. Both, always.
A property that doesn't have clean pickup, pace, and forecast variance reports in front of it every week is flying blind. Comp set data without internal data is gossip. Internal data without comp set is denial.
- 02
Know your levers.
Rate, length-of-stay restrictions, channel mix, package construction, fenced rates, advance purchase discounts, opaque distribution, loyalty pricing, mid-stay extensions. If you can name five and you only ever use two, you have work to do.
- 03
Find alignment.
The same cuts of data should be visible to revenue, sales, marketing, operations, and ownership. When the GM sees one occupancy number and revenue sees another, the strategy is already broken.
- 04
Forecast. Every day. Not at the start of the year.
Forecasting is a daily muscle that gets stronger with use and atrophies fast without it. A monthly forecast that updates once a month is a budget pretending to be a forecast.
- 05
Optimize. Demand high? Capture it. Demand low? Generate it.
The mistake most operators make is treating low-demand periods as something to wait out instead of something to act on. The other mistake is treating high-demand periods as something to coast through.
- 06
Control. Know what your tech is doing — and what it isn't.
The PMS, the channel manager, the RMS, the booking engine, the metasearch feeds. If you can't draw the diagram from memory, you don't control the system. The system controls you.
- 07
Monitor. Track what you changed. Measure what happened.
Most revenue teams change five things in a week and have no record of which one moved the needle. We change one thing at a time when we can, and we document everything.
- 08
Test. Stop leaving revenue on the table out of habit or fear.
The "we've always done it this way" lines you hear at hotels are usually the most expensive lines in the building. Test new rates, new restrictions, new packages, new channels. Small, structured, monitored.
- 09
Be creative. Rate and LOS are not your only levers.
The most underused levers in hospitality are package construction, value-add bundling, segment-specific fences, and creative restrictions. Most properties are running 1995-vintage rate strategies with 2026 demand patterns.
- 10
Be data-driven. Curiosity beats gut feel every time.
We don't say this because it sounds good. We say it because in 12 years we have never once seen a gut-feel decision outperform a data-led decision over a 6-month horizon. Not once.
Fit check
Five honest questions. No wrong answers — just clearer expectations.
The more we agree on the starting point, the more likely the partnership works.
This is for us both. If the fit isn't right today, we'd rather tell you — and point you to what would actually help — than start something that won't move the needle.
Do you have weekly pickup, pace, and forecast variance reports — and someone who looks at them?
Is ownership willing to make pricing and distribution decisions based on data, even when it contradicts gut feel?
Are you thinking about the next 12 months, not just the next weekend?
Can you commit to a 90-day window before judging the results?
Do you have (or are you willing to invest in) a real PMS and channel manager?
Qualify the fit
Tell us about your property and we'll reply within one business day.
These ten principles only work when the operator is ready. A few questions help us tell you, honestly, whether Faro is the right partner.
— Olivia O., Founder
Start / 01
These principles either resonate, or they don't.
If they do, let's talk.