From good to great.Three points of GOP in six months.
Odyssey already had strong systems and a sharp commercial mindset. What it did not yet have was a shared performance culture — one where every hotel made the same kind of decision, on the same day, from the same forecast.
Across 18 hotels in six months.
Over the same period, against the prior year.
Realised inside the first year.
Productivity as the next lever
With a fast-growing portfolio of 23+ hotels and over 3,800 rooms across Europe, Odyssey was not a business in trouble. Its systems worked and its commercial thinking was sharp. In 2024 the leadership team identified productivity as the next lever for growth and margin — the one place where meaningful improvement was still available.
The goal was a unified performance culture: every hotel making smarter, faster, more data-driven decisions, from the same view of demand. Odyssey partnered with d2o to implement PMI and align labour planning with real business activity.
Tools, people, and clear targets
Odyssey’s leadership championed the change from the top rather than delegating it. Together the teams tailored PMI to Odyssey’s structure and pace.
- Live Forecasting
- Machine-learning forecasts at profit-centre level.
- Labor Cockpit
- Visual labour planning aligned to daily demand.
- GM Dashboard
- One-click view of productivity, labour hours and revenue.
Six months of coaching, not a software handover
The rollout ran as a structured six-month Drive Business Results programme, with the d2o and Odyssey teams working together every week.
- Training and onboarding
- For every key hotel role, not just management.
- Weekly coaching
- From PMI consultants, throughout the six months.
- Productivity targets
- Set explicitly against GOP goals.
- Demand-based scheduling
- Replacing fixed labour patterns.
- Six-week rolling plans
- Giving GMs real staffing visibility ahead of time.
Two numbers that turn operations into money
Odyssey tracked HRS/RN — labour hours per room night — and RevPOLU, revenue per labour hour. Both sit at the heart of PMI because both translate operational activity directly into financial result.
The twelve-month rolling trend tells the story without commentary: as labour hours per room night fell, revenue per labour hour rose. Not a one-off saving — a structural change in how the portfolio converts revenue.
Ownership at every level
What made this rollout different was where the ownership sat. Executives owned the implementation and backed their GMs publicly. GMs led with clear targets. Heads of department worked from their own dashboards rather than waiting to be told. Hotels shared what worked across properties, and daily, weekly and monthly rhythms embedded the habit until it stopped being a project.
The result was less a successful deployment than a cultural shift — and a model that transfers.
“Department heads now monitor their own data and use it to make better business decisions.”
What the teams say
“PMI makes it easy to decide whether more staff are needed or where savings can be made — it gives a clear management view.”
“PMI reveals optimisation opportunities quickly and helps highlight areas needing attention.”
“Operational decisions are now more data-driven — PMI made forecasting and planning much simpler.”
“We catch issues early, like pacing gaps, and act immediately.”
The next advantage isn't more revenue. It's converting more of it.
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