Sr. Manager, Commercial Strategy, O&C - Sales & Revenue (Remote)
The Opportunity
Hyatt Hotels Corporation seeks an enthusiastic Senior Manager to join our Global Commercial Strategy, Sales & Revenue Openings & Conversions team. This role supports the Americas Essentials portfolio across new hotel openings and conversions and serves as the hands-on Sales and Revenue strategist responsible for translating each hotel’s commercial strategy into pricing, inventory, forecasting, segmentation, account priorities, and qualified demand that builds business on the books and accelerates performance from the first available selling date through opening.
Working closely with the Essentials Performance Lead this role combines strategic judgment with detailed execution. The Senior Manager carries a portfolio of assigned hotels and ensures the Sales and Revenue strategy, systems, operating procedures, and activation milestones are in place and working to drive performance. You will be part of a team that is passionate about our purpose, committed to nurturing curiosity and new skills, and building connections across the organization with colleagues, customers, and guests.
Who We Are
At Hyatt, we believe in the power of belonging and creating a culture of care, where our colleagues become family. Since 1957, our colleagues and our guests have been at the heart of our business and helped Hyatt become one of the best and fastest-growing hospitality brands in the world. Our transformative growth and the addition of new hotels, brands, and business lines can open the door for exciting career and growth opportunities for our colleagues.
As we continue to grow, we never lose sight of what’s most important\: People. We turn trips into journeys, encounters into experiences, and jobs into careers.
Why Now?
This is an exciting time to be at Hyatt. We are growing rapidly and are looking for passionate changemakers to be a part of our journey. The hospitality industry is resilient and continues to offer dynamic opportunities for upward mobility, and Hyatt is no exception.
How We Care for Our People
What sets us apart is our purpose—to care for people so they can be their best. Every business decision is made through the lens of our purpose, and it informs how we have and will continue to support each other as members of the Hyatt family. Our care for our colleagues is the key to our success. We’re proud to have earned a place on Fortune’s prestigious 100 Best Companies to Work For® list since 2013. This recognition is a testament to the tremendous way our Hyatt family continues to come together to care for one another, our commitment to a culture of inclusivity, empathy, and respect, and making sure everyone feels like they belong.
We’re proud to offer exceptional corporate benefits which include\:
· Annual allotment of free hotel stays at Hyatt hotels globally
· Flexible work schedule
· Work-life benefits including wellbeing initiatives such as a complimentary Headspace subscription, and a discount at the on-site fitness center
· A global family assistance policy with paid time off following the birth or adoption of a child as well as financial assistance for adoption
· Paid Time Off, Medical, Dental, Vision, 401K with company match
Who You Are
As our ideal candidate, you understand the power and purpose of our culture of care, and embody our core values of Empathy, Inclusion, Integrity, Experimentation, Respect, and Wellbeing. You enjoy working with others, are results-driven, and are looking for a variety of opportunities to develop personally and professionally.
The Role
The Senior Manager, Commercial Strategy, Sales & Revenue – O&C owns the combined Sales and Revenue strategy and commercial outcomes for an assigned portfolio of Essentials openings and conversions through the pre-opening phase and a defined transition point. The role stays close to the work\: developing the integrated strategy, building qualified demand, configuring revenue levers, monitoring pace, coordinating activation partners, and taking action to build business on the books before opening.
Integrated Sales & Revenue Strategy and Ownership
•Own the combined Sales and Revenue strategy and commercial outcomes for assigned Essentials openings and conversions through the pre-opening phase and defined transition point.
•Translate market positioning, segmentation, and demand opportunity into an integrated hotel plan with clear account priorities, source markets, pricing architecture, inventory strategy, forecast assumptions, channel priorities, milestones, and measures of success.
•Bring a clear point of view on where demand will come from, how it should be priced and managed, and what actions are required to secure it.
•Partner with the Senior Manager, Commercial Strategy – Marketing so Sales and Revenue decisions are integrated with the hotel’s marketing strategy, brand positioning, and demand-generation plan.
Demand Generation, Account Strategy, and Sales Execution
•Identify and develop a qualified pipeline across Corporate, Group, Association, Government, SMERF, Entertainment, Leisure, Extended Stay, and other relevant segments.
•Identify priority national, regional, and local accounts; coordinate introductions, sales calls, customer presentations, site visits, familiarization trips, and market activations as appropriate.
•Work with Commercial Activation Services and Hyatt Sales Force to execute scalable sales actions while retaining accountability for hotel-level priorities, timing, and completion.
•Own Sales readiness milestones, including CRM readiness, account assignment, lead-management processes, sales collateral, opening customer communications, and clear hotel-level ownership.
Revenue Strategy, Systems, and Distribution Readiness
•Develop the strategy for BAR structure, room-type pricing, packages, rate plans, inventory controls, restrictions, segmentation, and opening forecast assumptions.
•Ensure RMS, CRS, PMS, channel-management, and distribution workflows are configured, validated, and aligned with the hotel strategy before opening.
•Partner with Commercial Activation Services, Revenue, Distribution, and hotel teams to resolve configuration, data-integrity, rate-loading, and channel issues quickly.
•Establish a disciplined revenue operating rhythm so the hotel is ready to manage pace, pricing, inventory, and forecast changes from Day One.
Commercial Readiness, Performance, and Launch
•Ensure hotel leadership understands the opening Sales and Revenue strategy, account priorities, pipeline status, pricing and inventory approach, forecast assumptions, and required actions before launch.
•Confirm the hotel is commercially ready to sell across direct and indirect channels and that critical Sales and Revenue milestones are complete.
•Monitor sales pace, production, pipeline conversion, account acquisition, booking pace, ADR, occupancy, RevPAR, segmentation, channel mix, and competitive signals throughout the active ramp window.
•Identify performance gaps and implement account, pricing, inventory, forecast, distribution, or demand-generation changes to improve results; escalate material risks early with recommended corrective action.
Hotel, Owner, and Portfolio Team Alignment
•Lead hotel and owner/operator Sales and Revenue working sessions, bringing a clear point of view on demand, account strategy, pricing, pace, forecast, and actions needed to build business on the books.
•Maintain clear, timely communication with the Essentials Performance Lead, Commercial Strategy – Marketing, Regional Commercial Services, hotel leaders, and owners/operators.
•Provide concise hotel-level insights, risks, decisions, and recommended actions into the Essentials portfolio review led by the Performance Lead.
•Create clear ownership and follow-through across Sales and Revenue workstreams while respecting the functional expertise and accountability of matrix partners.
Portfolio Insights, Continuous Improvement, and Transition
•Identify recurring Sales and Revenue patterns and contribute to common account, pricing, forecasting, conversion, distribution, and opening playbooks.
•Use AI-enabled tools, standardized templates, and automation where appropriate to improve speed and consistency without reducing strategic judgment.
•Prepare a structured transition of account intelligence, active pipeline, customer commitments, pricing and inventory strategy, system status, forecast assumptions, performance risks, and open actions to the appropriate post-open or regional teams.
•Ensure customer relationships and active opportunities are protected and there is no disruption to pricing, inventory, systems health, distribution, or performance visibility during transition.
Travel
•Travel as required based on hotel openings, performance needs, owner/operator engagement, and portfolio priorities.