One forecast. Five profit drivers. One P&L that moves.
PMI turns a single, continuously updated demand forecast into the operating language of the hotel — then translates it into guidance across five profit drivers that help convert won revenue into profit. Not five tools. One system.
Continuous performance forecasting
The budget establishes the financial commitment. PMI’s continuously updated forecast translates that commitment into an operational view of expected demand that every department can plan against.
- Updates as pickup, pace, events and seasonality move — never frozen at budget time.
- Complements the annual budget with a live operational baseline for daily planning.
- When demand shifts, every downstream plan — roster, prep, purchasing, energy — shifts with it.
Live forecast
Projected GOP · month
Labor productivity through Service Flow
Match the people on shift to the shape of the day. Service Flow aligns guest demand, staffing and process hour by hour — so productivity rises as a byproduct of alignment, not as a consequence of cutting.
- Every department carries its own demand curve — housekeeping, F&B and front desk peak at different hours.
- Rosters are built to the curve instead of a flat historical routine.
- Over-staffing and under-staffing both fall in the same move.
Staffing vs SMART Forecast
Projected FTE · Day
Food cost management
Buy and prep for tomorrow's business, not yesterday's. PMI links purchasing, production and inventory to the same forecast, so kitchens prepare to the covers actually expected.
- Production planned to forecast covers rather than habit or a fixed par sheet.
- Purchasing and par levels that flex up and down with real demand.
- Waste from over-prep and spoilage falls without touching quality or availability.
Prep vs Covers
Waste vs historic routine
Utility & sustainability management
Let energy, water and resource use expand and contract with real activity. When a floor is empty or a venue is quiet, consumption should follow — as a planned part of operations, not an afterthought.
- Consumption benchmarked continuously against actual occupancy and activity.
- HVAC, lighting and water aligned to real use across the day.
- The financial saving and the emissions saving come from the very same action.
Energy vs Activity
Energy vs flat baseline
Financial planning through leading indicators
Stop explaining last month's variance and start preventing it. PMI surfaces leading indicators so managers act while there is still time to change the result.
- Daily leading signals in place of a month-end report that arrives too late to act on.
- Variance caught as it forms, not after the period has closed.
- The planning cadence shifts from retrospective to real-time.
Daily Focus
Shared forecast. Shared priorities. Shared result.
The five drivers are not five products. They read from the same forecast and move in the same direction, so the hotel operates as one performance system instead of a collection of departments optimising against each other.
See what the platform is worth on your portfolio.
A short executive briefing, built around your own numbers — no generic demo.