Revenue Strategy
Dynamic pricing, forecasting, segmentation, inventory and profitable channel mix.
Hotel Commercial Management
Commercial leadership at every level of the hotel.
From property-level Directors of Revenue and Commercial Management to VP and C-suite oversight. MOSAIC leads the work, aligns the teams and reports directly to ownership.
At the property. Across the portfolio. Accountable for the plan.
Some hotels need a director who owns pricing and works alongside the property team every day. Others need an executive who connects revenue, sales, digital and distribution across several assets. We provide both.
We work with branded, independent, soft-brand and lifestyle hotels, alongside owner-operated, third-party and brand-managed teams. Our remit and reporting cadence are set around the asset, not a fixed org chart.
How we work
A role that fits the hotel.
Embedded at the property or leading across a portfolio. The scope, authority and reporting lines are defined with ownership and the existing team.
01Director of Revenue Management
Property-level ownership of pricing, forecasting, inventory, distribution and day-to-day revenue decisions.
02Director of Commercial Management
A property-level leader connecting revenue, sales, digital and marketing priorities with the hotel's team.
03VP / SVP commercial oversight
Senior leadership across one hotel or multiple assets, setting the plan and holding property teams to it.
04Fractional C-suite leadership
Executive commercial direction for ownership and asset management, with a clear operating and reporting cadence.
Sales & Groups
Structure, deployment, pipeline, pace, pricing guidance and conversion accountability.
Marketing & Digital
Positioning, offers, paid media, content, website conversion and demand generation.
Distribution & eCommerce
Brand.com, OTA, GDS, metasearch, parity, content and acquisition-cost discipline.
Business Intelligence
Contextual reporting, scenario analysis, exception detection and next actions.
Technology & AI
Stack strategy, integrations, automation, adoption and measurable commercial impact.
Commercial leadership in context
From urban demand to destination performance.
01 / REVENUE
Commercial revenue management
Hands-on hotel revenue management. Rates, inventory, channels and demand mix are reviewed as the market moves, with clear ownership of decisions and margin.
01Dynamic pricing + need periods
Adjust rates against pace, compression, booking windows and market signals.
02Room mix + inventory
Manage availability, room-type differentials, packages and upsell opportunities.
03Segment + channel strategy
Build profitable direct, negotiated, group, GDS and OTA demand. Control acquisition cost and parity.
04Forecast + offer integrity
Model pickup and displacement, then govern discounts, cancellation terms and offers against RevPAR and NOI.
02 / SALES + MARKETING
Turn demand into profitable business.
Sales deployment and digital marketing work from the same forecast. Every account, campaign and offer has a role in filling the right dates at the right return.
01Sales team deployment
Set account coverage, production targets, response standards and team accountability.
02Group + transient conversion
Review group pace, lead handling, negotiated accounts and pricing guidance.
03Digital demand + direct booking
Connect search, paid media, hotel content, offers and website conversion to need dates.
04Commercial action plans
Issue monthly priorities, track performance and cut ineffective channels, tools and spend.
Operating cadence
Strategy that stays in motion.
DAILY
Pricing and market response
Rate, inventory, pace, pickup, need periods and competitive movement.
WEEKLY
Cross-functional commercial action
Revenue, sales, marketing and digital priorities managed as one plan.
MONTHLY
Commercial action map
Detailed tactical playbook linked to revenue targets, accountability and financial impact.
QUARTERLY
Ownership review and realignment
Strategic recalibration around asset health, NOI impact and competitive position.
Commercial Management