Don Little
Independent Consultant Revenue Management Data Scientist @Little & Associates
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WORK HISTORY
Independent Consultant Revenue Management Data Scientist @Little & Associates
Continually seeking to apply new techniques, using data-based analysis to predict future results, and best practices to tweak and improve business processes. I have the ability to implement procurement strategies to secure/generate business for the hotels; or rather secure business which addresses the operational needs of the business. By focusing on forecasting, implement demand pricing.framed as a discount or premium.
EDUCATION
University of Minnesota
Bachelor of Science (BS), Parks, Recreation and Leisure Studies
ABOUT DON LITTLE
I am a Proven Leader qualified by 20+ years of success in the hotel industry. I lead with encouragement and mentoring, inspiring and leading the team with the compelling voice in the room. Experienced hotel pro who has improved individual hotels and companies for profitability through better market positioning and operational analysis. Every hotel that I was General Manager dominated the metrics of its Comp Set. Strategize with property sales staffs to generate local business, reducing dependence on OTA’s; One who will lead the team thru innovation and best practices; specifically Revenue Management Data Science as the driving force behind generation of $85+ million in incremental revenue and over $60+ million in cost savings during career. I am dedicated to my company and strive for constant improvement (attained advanced degree). Distinctive Executive Qualifications – I have the ability to implement procurement strategies to secure/generate business for the hotels. I reference my innovative approach to generate new Sunday night room nights. My track record of leading cultural change and identifying where the business should be positioned to create/enhance value for the future is documented; while GM at the Tampa Airport Hilton repositioned the hotel thru public space renovation…adding flexibility to existing meeting rooms and converting a breakfast-only outlet and VIP lounge to meeting rooms. My thinking for these moves was to increase our revenue potential and reduce costs…we also had a 3-meal outlet and we sold very few “VIP” rate rooms, yet we were required via franchise standards to staff/stock the VIP lounge; the analysis over a 3-year period showed the hotel losing on average losses attributed to labor, food cost, and reservation regrets from guests not willing to pay the VIP rate on high demand nights. In the first year as a meeting room, net
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