Sara McKinven Höök, Group Revenue Director at Orascom Hotels Management, shared how she’s driving data-led, guest-centric growth across a diverse portfolio. From integrating advanced analytics and automation to balancing sustainability with profitability, she’s reimagining revenue strategy as a cross-functional engine for brand equity, commercial performance, and long-term value.
Q – Could you explain your responsibilities as Orascom Hotels Management’s Group Director of Revenue?
A – I play a variety of roles as Group Director of Revenue, including strategic, analytical, and cooperative. I oversee the revenue management department for a variety of properties in a portfolio, making sure that each hotel’s approach is customized to its particular market conditions and in line with business goals. Demand forecasting, price strategy, market trend analysis, and cross-functional alignment with sales, marketing, and operations are all part of my daily responsibilities. Crucially, I coach revenue teams at the regional and property levels, encouraging a continual improvement and data-driven decision-making mindset. It involves striking a balance between the art of people leadership and the science of revenue optimization.
Sara McKinven Höök
Group Director of Revenue, Orascom Hotels
Q – How do you handle revenue management, and what role does it play in Orascom Hotels’ overall success?
A – My method is dynamic and comprehensive; it is based on data analytics but is also influenced by human behaviour and market insights. To stay adaptable to changes in the market, we make use of dynamic pricing, real-time forecasting, and sophisticated segmentation. Beyond the technology, however, departmental cooperation and alignment are key. Yes, a successful revenue plan increases profitability, but it also improves guest value perception, builds brand positioning, and fosters enduring loyalty. Revenue management is no longer merely a back-of-house task; it is now a strategic business partner.
Q – How do you optimize pricing strategies for various properties using data analytics and market trends?
A – We prioritize data in our operations. We keep an eye on competitor rates, booking curves, channel performance, and changing customer trends using advanced RMS platforms and BI tools. Interpreting the data in light of each property’s demand drivers—seasonality, source markets, lead time trends, and distribution mix—is just as important as just possessing the data. Using scenario modelling and predictive analytics, pricing decisions are flexible and property-specific, and they are continuously modified. This guarantees that we are anticipating the market rather than merely responding to it.
Q – In revenue management, what are some of the most difficult obstacles you encounter and how do you get beyond them?
A – Whether due to quick changes in travel habits, economic instability, or geopolitical shifts, managing uncertainty is the largest problem. Being adaptable is essential. Agile frameworks that enable real-time strategy pivots to have replaced inflexible forecasting models. Additionally, in a market dominated by OTAs, preserving rate integrity and managing distribution costs are constant challenges. In order to respond swiftly, wisely, and reliably, we combat this by bolstering direct channels, improving our digital strategy, and investing in team capability.
Q – How does Orascom Hotels improve revenue optimization through the integration of automation and technology?
A – Everything we do is supported by technology. To create a comprehensive picture of visitor behaviour and market conditions, we use RMS systems that interface with our PMS and CRM platforms. The team can concentrate on strategic analysis since automation takes care of the labour-intensive tasks like rate changes, inventory control, and forecast modifications. Enhancing human intuition is the goal, not replacing it. Precision is made possible by technology, but actual value is driven by the commercial innovation and judgment that our people offer.
Q – How do you make sure that revenue management and other divisions like operations, marketing, and sales work together seamlessly?
A – Breaking down silos is the first step toward true revenue optimization. By using transparent data dashboards, common KPIs, and frequent commercial meetings, we formally establish cross-functional alignment. Sales is aware of rate strategy. Campaigns and booking windows are synchronized by marketing. Operations customizes service delivery to the desired visitor segments. Everyone will be pulling in the same direction thanks to this alignment: operational excellence, profitability, and visitor satisfaction.
Q – Could you elaborate on any effective strategies Orascom Hotels has used to optimize auxiliary revenue streams?
A – We’ve made great progress in increasing not only RevPAR but also overall revenue per guest. We have developed targeted upselling and cross-selling frameworks—spa upgrades, carefully chosen F&B experiences, and custom excursions—using guest profiling and behavioural data. Along with optimizing event and MICE offerings with demand-led pricing, we also turn unused spaces into venues that generate income. These days, ancillary revenue is an essential part of the overall revenue plan rather than a nice-to-have.
Q – In your opinion, what part does sustainability play in revenue management, and how does Orascom Hotels strike a balance between eco-friendly activities and profitability?
A – Profitability and sustainability are not antagonistic; rather, they are becoming more and more connected. Revenue strategies need to take into account the fact that today’s guests base their decisions on environmental responsibility. By emphasizing eco-certifications, supporting green projects, and integrating responsible tourism into our brand narrative, we include sustainability into pricing and positioning. Operationally, cost savings are also fuelled by waste reduction and energy efficiency. In the end, sustainability improves the bottom line and brand equity.
Q – What tactics do you employ to boost sales in both developed and developing markets?
A – Focusing on yield refinement, brand consistency, and lifetime value optimization is necessary in established markets. Here, we make use of strong segmentation, pricing grid optimization, and loyalty tactics. We shift our focus to demand generation in emerging areas by making investments in value-driven offers, local relationships, and digital awareness. Flexibility is essential; prices must consider changing traveller expectations and expanding infrastructure. To future-proof revenue, we add alternative revenue streams—such as longer stays, experiences, and wellness—to all markets.
Q – How do you envision revenue management at Orascom Hotels developing in the future, and how do you think the sector will change?
A – Entire revenue strategy, which goes beyond room-centric metrics to entire guest value, is the way of the future for revenue management. Teams will be able to concentrate on strategic expansion and customization as AI and machine learning continue to automate tactical chores. We are about to enter a time where a single guest-centric strategy unites operations, marketing, revenue, and even sustainability. By incorporating data intelligence, improving direct distribution, and putting ourselves at the bond of technology, guest experience, and business performance, Orascom Hotels is already moving in this direction.