HSMAI Top 25 Profiles: Charlestowne Hotels’ Jonathan Capps

HSMAI recently honored the 2020 Top 25 Extraordinary Minds in Hospitality Sales, Marketing, and Revenue Optimization — recognizing leaders from hospitality, travel, and tourism organizations for their accomplishments in the preceding 18 months. We’re profiling all of them in a forthcoming HSMAI Special Report that we’re previewing with excerpts, including Jonathan Capps, Vice President of Revenue, Charlestowne Hotels.

Jonathan Capps oversees internal and external revenue optimization at Charlestowne Hotels. Offering exten­sive knowledge of corporate strategies, he takes a 360-de­gree approach to Charlestowne’s work: marrying creative development with data science to increase revenue and assess targeted campaigns. Capps joined Charlestowne in 2010 as a corporate revenue manager and advanced to director of marketing before accepting the vice president of revenue position. Prior to joining the Charlestowne team, he was director of revenue optimization at Wild Dunes Resort and worked in hotel development with a Florida-based management company. He earned a degree in hospitality and tourism management from the College of Charleston and serves as an adviser for the college’s hospitality revenue management MBA program.

ACCOMPLISHMENTS: Through his research in software and operational processes, Capps has created profitabil­ity-enhancement methods resulting in game-changing ROI for Charlestowne’s properties.

NOMINATED BY: Casey Galasso, Quinn PR — “Jonathan has made a name for himself at Charlestowne and across the hospitality industry as an executive who doesn’t follow the trends but who sets them. Always operating in a growth-centric mindset, a hallmark of Johnathan’s lead­ership — and what makes him truly extraordinary — is his steadfast commitment to doing right by his hotels, owners, and team of revenue managers, constantly finding new ways for them to reach peak-performance levels they never imagined possible.”


“Watching all our departments and property teams take on an ‘I’ll do whatever it takes’ attitude to help our hotel(s) get through this extremely challenging time — from general managers living on property for a month and sales team members covering desk shifts, to all personnel helping to turn over rooms on ‘busy’ days. I’ve also kept motivated by utilizing some of the slower periods to focus on helping grow our portfolio and vetting new systems/technology.”


Categories: Revenue Management
Insight Type: Articles