Insights Type: Articles

HSMAI staff recently had the opportunity to interview Kimberly Furlong, Chief Commercial Officer, Atrium Hospitality. Kimberly received the Career Achievement in Sales Award during HSMAI Sales Leader Forum, November 8th in Long Beach.  

With 30 years of experience in the hotel industry, Kimberly joined Atrium Hospitality in 2015 as one of the founding members of the company’s executive leadership team. As a nimble leader, Kimberly strategically directed Atrium during the unprecedented pandemic to not only survive but thrive.  

Kimberly is the Executive Sponsor for Atrium’s SPIRIT Council, a member of multiple hospitality industry advisory committees, forums, and advanced user groups. In addition, Kimberly is a guest speaker and mentor for the Ohio State University Hospitality Management students.  

Q: Can you tell us about your journey and what receiving the HSMAI Award for Career Achievement in Sales means to you? 

A: I’m truly honored to receive this award. I attribute the recognition to the countless industry professionals who have made a significant impact on my career.  

Like so many of my friends in the industry, I started my hotel career in an entry-level position at the front desk, advanced to AGM, and shortly thereafter pivoted to revenue management where I spent 15 years helping my company and the industry shape the relatively new discipline into what it is today.  My favorite projects were the ones that allowed me to be innovative and entrepreneurial, including launching a large reservation call center from scratch.  

Today I lead the Commercial team at Atrium Hospitality and have the pleasure of creating synergies between Sales, Marketing, Revenue Management, and eCommerce, and I thank Daniel Abernethy for giving me that opportunity over 8 years ago.  

When I think about this award, I’m reminded that our industry is the most amazing industry for career growth, trying new things, being innovative and creative, and all in an environment that thrives on customer service and hospitality. This award is motivation for me to continue growing and pushing boundaries.  

Q: Who would you like to thank for impacting your career?  

A: In my journey, there are many people who have played pivotal roles, most importantly Kurt Furlong, who has always supported my career growth, which required significant travel and several relocations.  Joe Kelly was my earliest mentor and taught me the value of networking and lasting relationships.  

At Atrium, Daniel Abernethy allowed me the freedom to be innovative and think unconventionally. In the early stages of Atrium, we worked on an idea to do sales differently, more efficiently.  We called it the Enterprise Sales Organization, and while we weren’t quite ready for prime time, the pandemic required us to launch it at 80% baked. Rob Mangiarelli, current president at Atrium, provides me the resources, freedom, and support to be successful.  My colleagues at Atrium, especially Gissell Moronta, Micheal Feldman, and Renee Lubinski exemplify the power of teamwork and collaboration, and have been invaluable companions throughout this journey. I wouldn’t be here without them.  

Q: What is your guiding philosophy?  

A: My leadership philosophy is balanced between results and culture. I believe you need to communicate clear vision and direction, use both data and experience to develop a strategy, be disciplined to create actions plans and hold each other accountable, and accept failures as lessons learned.  While I’m passionate about results and action, I know that I can’t be successful without a brilliant and confident team who challenges the status quo, takes calculated risks, and celebrates successes. We try to foster an environment where people love what they do because they’re doing it with us. I have a painting in my office that says, ‘Work Hard, Be Kind’ and that’s a good summation.  

Q: What career advice do you have for our rising sales leaders?  

A: Here are my top five tips for rising sales leaders:  

1. Take risks, both in your business decisions and your career journey. Don’t wait until you’re 100% ready; you can learn on the fly and pivot if needed. 
2. Observe people and learn from them. I’ve gained more from watching both good and bad leadership than from reading self-improvement books. 
3. Appreciate the value of data and learn to use it to make decisions and tell your story. 
4. Embrace change and look for opportunities to be the driving force behind change. 
5. Recognize that you can’t be successful on your own. Surround yourself with people who make you better.  

Q: Looking back on your numerous accomplishments, is there a particular moment or experience that is especially memorable or meaningful to you? 

A: Several times I’ve had the opportunity to launch a department from conception to execution. My first experience was a 40-seat reservation call center for Lodgian.  

At the time, I had never seen the inside of a call center and I didn’t even know how to make a reservation in the system we were about to use, so I started by reading the manual, and then hired someone who had experience with call centers. We were successful because we didn’t have preconceived notions on how call centers run. We simply built it using common sense. Next up was the early stages of revenue management and I had the opportunity to help create the resources, reports, and processes that became the basis of what we still do today.  

Most recently I joined Atrium, an amazing company that promotes innovation as one of our core values. Early in the company’s start, we invested in business intelligence to help us view data wholistically rather than in the parts that are served up by brands or third-party data providers. Then, we launched what I believe is the best sales organization in the industry, which includes almost 100 fully remote sales managers, lead catchers, and group rooms coordinators who have the freedom to stay focused on the task at hand while relying on their property-level teammates to foster relationships and identify new business.  

Q: How did you get involved with HSMAI? 

A: My first experience with HSMAI was participating in the Executive Round Tables, which are excellent!  There’s nothing better than being in a room full of your peers, sharing best practices, learning from each other, and realizing that you’re not alone in what keeps you up at night.  

Michael Estrin, Group Sales Manager, The Dupont Circle, HSMAI Rising Sales Leader Council Member

Being in hospitality sales can create a very busy environment where we don’t take time for ourselves. Providing time for ourselves can let us become better at our job. I recently discussed this with my fellow Rising Sales Leader Council Members.

Micro Steps for Self-Care 

1. Nature Walk: Grab those moments to stroll outdoors, breathe fresh air, and reset. 

2. Office Stroll: Periodically stand up, stretch a bit, and walk around your workspace. 

3. Empathy Break: While walking around, check-in on colleagues and teammates.  

4. Add a Soundtrack: Put on those AirPods and listen to uplifting songs. 

5. Lunch Break: Enjoy your meal—alone or with a colleague—and make yourself unavailable. This brief escape can give you the recharge you need for the rest of your day. 

6. Find the Sun: Especially if your workspace lacks natural light, get out and soak up the sun. 

7. Small Fitness Breaks: Introduce movement like quick walks, push-ups between emails, or step challenges to get away from the computer screen periodically. 

8. Digital Detox: After a busy day, try to turn off notifications. 

 

Enhancing Productivity in Sales 

9. Client Prioritization: Begin your day attending to your most likely to sign prospects. 

10. Task Management: Use an Excel file or a task manager to list out and prioritize your tasks for the day. 

11. Time Blocking: Protect your calendar. If people tend to overbook, try blocking 15-minute increments. 

12. The 80-20 Rule: Focus 80% of your time on tasks that yield the most significant results, and 20% on the rest. 

 

3 Tips to Improve Your Day-to-Day Routine 

13. Set Intentions: Start your day with purpose and clarity about what you wish to achieve. 

14. Morning Gym: Kick-start your morning with a workout session.  

15. Post-Work Exercise: Engage in post-work workouts, alone or with colleagues. It has the added benefit to help you switch off from work mode. 

 

Learn More:  

•  (3) Keys to take life from existing to living | Youtube
• (6) How to Give Time to Yourself in This Busy Schedule | LinkedIn 
• Make Time for “Me Time” | hbr.org 
• 10 Time Management Techniques Sales Leader Needs to Know | brooksgroup.com 

 

Questions for your team: 

1. Can creating time for yourself lead to a greater sales performance for your organization? 
2. What are your micro steps to creating time for yourself after a busy workday/week?
3. How do you manage your sales funnel to create a more productive day?
4. What is one thing that you took away from the Megan Millers Ted Talk and how will you incorporate it in your day-to-day life?

By Robert A. Gilbert, CHME, CHBA, President and CEO, Hospitality Sales & Marketing Association International (HSMAI)  

In March, I wrote: Generative AI is rapidly becoming an asset in the hospitality industry. It can quickly help improve efficiency, identify customer trends and preferences, and create an even more personalized experience for guests. To get the full benefit of the new technology, however, hotel companies will need to spend time and money to rethink their business processes and invest in technology solutions.   

AI continues to be an opportunity and a bit of an enigma. On November 7th in Long Beach, we’ll give our organizational members an opportunity to take a deep dive into Demystifying AI at HSMAI’s Curate.  Take a look at the jam-packed agenda we’ve put together for this executive insight forum.   

We’ll kick off the day hearing from Google’s Ben Heller with an overview of artificial intelligence, level setting us for the rest of our day.   

Next, Felix Laboy from Shift Digital will moderate our Case Study Session, bringing a wealth of industry experience to offer insights and a Q&A with case study presenters sharing real life applications:   

• Isaac Gerstenzang, Atlantis  
• Tammie Carlisle, Milestone 
• Jacqueline Nunley, Salesforce 
• Mercedes Blanco, The Hotel Network 

We’ll then get some legal insights from Erin Snodgrass who will be Addressing the Legal Maze of AI Integration.   

After lunch, we’ll be joined by Jessica Jarvis from ZS Associates, who will facilitate an interactive session outlining framework of how organizations can adopt AI platforms and navigate change.  

Last, but certainly not least, Terry Jones, the founder of Travelocity.com and Founding Chairman of Kayak.com will share insights into what it takes to innovate and lead in today’s fast-paced environment.  

For those still on the fence about attending, consider this: Curate isn’t just another event. It’s an opportunity to be at the forefront of AI’s evolution in hospitality, to network with likeminded professionals, and to prepare oneself for the imminent AI-driven future. 

There’s still time to be a part of this transformative experience. Join us and be a part of the conversation for the next inflection point in technology.  

By Amy Infante, CEO & Visionary, GitGo, HSMAI Sales Advisory Board Member  

We face a transformative period as we enter budget planning for 2024. While the process remains, the focus and strategies are evolving. The HSMAI Sales Advisory Board recently met to dig into the best practices.

1. Holistic Perspective is Key:

Budgeting isn’t just about top-line numbers or expenses; it’s about having a holistic perspective. This requires understanding where profits are originating and adapting accordingly.   

2. Technology Investment for Data-Driven Decision Making:

One of the best practices that stood out was investing in technology, not just for efficiency but for obtaining a comprehensive data perspective. Centralized platforms are essential for some organizations. They are treated as coworkers, helping to back every decision with data.

3. Commercial Alignment:

Do all team members share a common goal? Metrics such as top-line revenue, market share, and productivity can be complemented with other factors like online reputation and turnover. This comprehensive approach ensures that everyone works in harmony.

4. Agile Budgeting:

Dynamic forecasting allows for a more fluid and adaptive approach to static budgets. While numerical goals remain consistent, the strategies to achieve them must be nimble, adapting to changes throughout the year.

5. Sales and Marketing Synergy:

One suggestion was a monthly meeting involving all leaders, including the GM and F&B heads, aligning everyone on hotel performance and strategy. Using an agency model can enhance commercial alignment and speed up progress.

6. The Commercial Strategy Scorecard:

Look at both KPIs and alignment, some companies have a scorecard that is updated every day. 

7. Guarding Against Data Overwhelm:

While data is essential, there’s a danger in getting too tied up and not acting. It’s also important to ensure that the data collected is truly relevant. 

 Read more:  

• A KPIs Guide for the Commercial Strategist | HSMAI Americas 
• HSMAI Commercial Strategy Week Insight: Death of the Marketing Plan | HSMAI Americas 

Questions to Bring to Your Team:  

1. How is your organization changing the process of how you plan for 2024 tying in a more commercial approach?   
2. In an era where customer experience is paramount, how are your hotels reallocating budget to prioritize initiatives that enhance guest satisfaction, loyalty, and overall revenue?  
3. How is your organization harnessing data analytics and technology, taking inspiration from other industries like e-commerce and finance, to make informed budgeting decisions that drive commercial success?
4. What strategies are you adopting to ensure seamless alignment between sales and marketing teams, optimizing their budgets to maximize revenue generation?
5. In light of disruptive changes brought on by recent global events, how can hotels incorporate agile budgeting practices, drawing inspiration from other industries, to adapt quickly to evolving market conditions and customer preferences?

Danielle Fournier, Sales Manager, The Inverness Denver, a Hilton Golf & Spa Resort, HSMAI Rising Sales Leader Council Member 

With our industry facing staffing struggles, sales teams have had to wear many hats. How do we increase our sales productivity while managing our time? Hotel sales processes have undoubtedly seen changes in attaining new business post pandemic. During a HSMAI Rising Sales Leaders recent discussion, members highlighted fresh perspectives on the dynamic sales environment. 

1. A Shift in Engagement 

With increased attendance at conferences and events, the engagement levels have significantly increased. Perhaps this surge can be attributed to the limited time prospects have in the market. It’s not just about being present at an event but making every second count. 

2. Traditional Methods with Upgrades 

Despite advancements and the shift towards digital, rising leaders still expressed a heavy reliance on phone conversations. Virtual meetings platforms have also become indispensable tools. These traditional methods combined with modern platforms bridge the gap, offering both convenience and the much-needed personal touch. 

3. Flexible Work 

Sales professionals today aren’t just selling a product or service. Their roles have expanded, encompassing a broader spectrum of responsibilities. In this ever-evolving marketplace, flexibility isn’t just an advantage; it’s a necessity. Quick responses and a genuine willingness to adapt are now core to successful sales strategies. 

4. The Personal Connection  

Beyond the cold calls and virtual demos, there lies the significant art of forging personal connections. To understand client needs, face-to-face interactions remain irreplaceable. It’s about genuine understanding and building trust. 

5. Networking & Dedication 

Amidst all these changes and strategies, two things remain constant: the undying importance of networking and dedicating exclusive time for new business. It’s about creating avenues, building bridges, and forging relationships that last. 

Read More:  

• Seven Ways to Improve Sales Efficiency | HSMAI Global 
• How to increase hotel sales with upselling [11 Ways] – Oaky