The guest sees one experience. You are running six systems.
Booking, property management, point of sale, housekeeping, events and loyalty were each bought separately and are each individually fine. The guest experiences the gaps between them.
Nobody has a booking problem. Everybody has an integration problem.
A guest books through one channel, arrives to a property management system that has part of the information, spends at a point of sale that knows nothing about them, and receives a loyalty email that gets the stay wrong.
Each system is doing its job. What is missing is a shared view of the guest, and the absence shows up precisely at the moments that decide whether they come back.
The same fragmentation costs money operationally. Channel rates drift out of sync, housekeeping works from a printout, and revenue reporting requires someone to reconcile three systems every month.
Most of our work in hospitality is therefore integration rather than new applications; giving the systems you already own one guest record and one source of availability, then building the guest-facing layer on top of that.
Six pieces of hospitality work we do repeatedly.
Booking & reservations
Direct booking that competes with the OTAs on experience, with availability that is genuinely live.
PMS · channel manager · paymentsPMS & POS integration
One guest record and one availability source across the systems you already run.
PMS · POS · CRM · loyaltyEvent & venue management
Enquiry through to delivery for functions and conferences, including the back-of-house detail.
Enquiry · scheduling · billingGuest applications
Check-in, keys, ordering and requests, built for guests on hotel wi-fi instead of a lab connection.
Mobile · PMS · POSStaff & housekeeping tools
Interfaces usable in seconds during a busy service, on shared and older devices.
Housekeeping · maintenance · rotaRevenue & occupancy reporting
One reconciled picture of occupancy, rate and spend instead of three systems disagreeing monthly.
PMS · POS · warehouse · BIThe same property, six months later.
Six systems, six versions of the guest
- The front desk cannot see what the guest spent last visit
- Rates updated separately per channel, and drifting
- Housekeeping works from a printout taken at 7am
- Loyalty email references the wrong stay
- Month-end reconciliation takes two days
One guest record, one availability source
- Arrival, preferences and history visible at check-in
- One rate change, propagated to every channel
- Housekeeping status live, updated from the floor
- Communications accurate because they read the same record
- Reporting reconciled continuously, not monthly
Before you replace a system.
Three questions we are asked by almost every hospitality client.
Our PMS is old but everyone knows it. Should we replace it?
Probably not first, and possibly not at all. A property management system that staff can operate quickly during a busy check-in has enormous embedded value, and replacing it means retraining every shift while the property keeps running. In most cases the complaint is not the PMS itself but that nothing else can reach it. An integration layer over the existing system usually solves the actual problem for a fraction of the cost and disruption, and it is not wasted if you replace the PMS later, the new system sits behind the same interface.
Can we realistically win bookings back from the OTAs?
Some, and the honest framing matters. You will not out-reach an OTA on discovery, that is what their marketing spend buys. Where direct wins is on the experience for guests who already know you: a faster booking flow, a rate that is better, recognition of previous stays, and the ability to book the things the OTA cannot sell. Repeat guests are the realistic target, and shifting even a modest share of them is worth a great deal given the commission. Anyone promising you a wholesale shift away from the OTAs is overselling.
Our peak is three months of the year. How do we size for that?
Cloud infrastructure that scales on demand, and cost modelled for both states so the quiet months are cheap, not merely quiet. The important design work is in what happens at the edge of capacity, queueing rather than failing, degrading gracefully under load, and making sure batch work does not collide with peak service. It is also worth load-testing against your actual peak shape instead of a smooth curve; hospitality peaks are spiky in a way averages hide.