For many people, revenue management is one of the most analytical disciplines in hospitality. It revolves around forecasts, budgets, occupancy reports, pricing strategies, and market analysis. Success is often measured by percentages, reports, and year-end results, making it easy to assume that the role is primarily about numbers.
For Judy Sutton, Director of Revenue Management at HDG Legacy, those numbers are only the beginning of the story.
“If our hotels are not making money then we can’t live our vision of being positively impactful to people and our communities,” she says. “Revenue underlies our ability to be beneficial all the way across the board.”
It is a perspective that redefines the purpose of revenue management. Financial performance is not simply about achieving a budget or outperforming a competitive set. It is about stewarding the financial performance of each property which, in turn, creates opportunities for the people who make hospitality possible, allows for proper long-term maintenance and provide a reasonable ROI to investors.
Looking Beyond the Spreadsheet
Although revenue management is often viewed as a highly specialized discipline, Judy’s days often include elements of operations, sales and even marketing. A morning might begin by reviewing hotel reports, monitoring competitor pricing, and evaluating market conditions, only to shift moments later into solving an inventory issue, troubleshooting a technology challenge, or helping a hotel team navigate an unexpected operational problem.
An interested aspect is not the variety of responsibilities but the way Judy views her role in supporting others. When a general manager reaches out directly, she understands they are taking valuable time away from guests and team members to ask for help.
“I always try to be quick to respond when our team members need me,” she says. “If they’ve texted me or called me, I know it’s an emergency that needs my immediate attention.”
That philosophy is that while expertise matters, so does accessibility. The strongest support functions often operate quietly in the background, helping hotel teams solve problems before they become larger issues. Revenue management is not simply about building strategy; it is about giving operational leaders the confidence that someone is there to help when they need it.
Experience Creates Perspective
Judy’s approach has been shaped by a career that has touched nearly every level of hotel operations. Beginning at the front desk, she progressed through assistant general manager, general manager, regional leadership, and eventually revenue management. Each position provided another layer of understanding about how hotels function and how different departments rely on one another.
That breadth of experience has also influenced the way she supports other leaders. Hotel General Managers are the CEOs of properties, and they are involved in every aspect of their property. They are also knowledgeable in local conditions, and their day-to-day point of view is valuable information, together with reports, that guide revenue strategy. Sometimes the best guidance involves listening, understanding and applying their perspective.
This approach to strategy planning avoids silos, maximizes collaboration and recognizes daily operational decisions and local market nuance. In monthly SOAR calls (Sales Operations and Revenue), each of these is examined and leveraged.
Learning From Every Outcome
Every revenue leader understands that some variables will always remain beyond control. Economic conditions shift. Weather affects travel patterns. Consumer confidence changes. Markets that looked promising months earlier can soften unexpectedly. Judy believes those realities are not reasons for frustration but opportunities to learn.
“We didn’t make it? That’s okay,” she says. “We have the opportunity to go back, look at the data and see what we missed.”
Rather than focusing on blame, she focuses on empathy. Viewing challenges as coachable moments allows everyone to have an open dialogue, ask questions learn and navigate differently the next time. The goal is not to avoid every setback, but to emerge from each one with a better understanding of the business. Extending grace and taking the chance to learn is a powerful culture and relationship builder.
Measuring Success Differently
While Judy certainly appreciates seeing the year’s actual results come in above budget, the satisfaction comes from knowing what those results ultimately represent.
“Beng in the green is nice,” she says with a smile. “But I also know… we made the budget, we got everything in place, it’s going to support teams through raises, benefit their families, contribute to the economy in our community, allow the company to grow and so on.”
A recent example is the development of the Home2 Suites by Hilton Silver Springs – Ocala which gained Hilton approval AND lender confidence through the excellent performance of the long-established Holiday Inn Express & Suites Silver Springs-Ocala by IHG.
At 19 years young, the Holiday Inn Express & Suites Silver Springs-Ocala by IHG set an example of the HDG Legacy operations, revenue and sales in action. The strong revenue numbers, low turnover, excellent online reviews and proactive investment in capex maintenance was a contributing factor in the HOME2 moving forward.
Behind every decision are real people whose work makes those results possible. Revenue management may happen behind the scenes, but its impact extends throughout the organization, influencing everything from operational investments and ongoing development to employee opportunities.
About HDG Legacy
Strategic investment, long-term ownership, and proactive maintenance. These elements, combined with our values, our people, our community, and our vision for success make up the interconnectivity that defines the Legacy way. To learn more, contact us through the website or visit our LinkedIn and follow our journey!