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Dane Herrmann is a force in modern hospitality, driving transformative revenue growth and forging high-impact global partnerships for Choice Hotels. With a decade of experience across leading brands, he blends strategic vision, data-driven precision and a talent for elevating guest experiences to shape stronger, more competitive hospitality ecosystems worldwide.
Through this interview, Herrmann highlights the importance of building resilient partnerships, leveraging market intelligence and elevating guest experiences to strengthen hotel performance in a rapidly evolving hospitality landscape.
Evolving Hotel Challenges: Partnerships Drive Adaptive Strategies
My work at Choice Hotels puts me in daily contact with tour and travel organizations, as well as third-party partners that operate in very distinct ways. I learned early that success grows from understanding how each partner thinks, makes decisions and defines value. American Express Meetings and Events illustrates this range because its planning process differs sharply from that of a traditional tour operator. These contrasts remind me that progress starts with careful listening and genuine rapport.
A recent situation with a tour operator showed this clearly. Their program depends on strict billing terms. Any hotel selected for business must offer direct billing and a net 30 payment option. Ownership groups vary in their interpretation of these terms, so confusion can arise even when intent is aligned. In moments like that, my role is to bring clarity to both sides. I outline how the operator works with Choice, why their history inspires confidence and what documentation supports that position.
Experiences like this shape how I approach partnerships. Trust grows when people feel heard, expectations stay transparent and every decision reflects advocacy for both the client and the hotel. Alignment becomes realistic when everyone sees the path forward.
AI Shaping Hospitality: Data Insights Guide Decisions
Choice functions as the operating arm and flagship, yet many revenue managers who guide hotel performance come through ownership groups. Their presence broadens our view of each market. Our own revenue managers enhance that visibility by utilizing Choice technology to read demand signals, analyze booking behavior and track how market shifts impact performance. Working with both groups reinforces my belief that a strong strategy grows from shared insight rather than isolated analysis.
I support domestic student groups, senior tours and international travelers from Canada and Europe who visit destinations such as Phoenix, Yellowstone and California.
A recent example centers on the World Cup draw. Anticipation builds as cities wait to learn which teams they will host. That single announcement will significantly impact travel patterns. Philadelphia may see softer demand based on its match assignments, while Dallas could experience a sharp rise if it receives teams with global followings such as England or France. Staying connected with Convention and Visitors Bureaus and Chambers of Commerce keeps us alert to these shifts.
Our revenue managers map these events across years. When hotel strategy aligns with citywide calendars, RevPAR rises and overall earnings reach levels that reflect both preparation and partnership.
Enhancing Guest Experience: Strategic Planning Guides Initiatives
Much of my work centers on the tour and travel segment. I support domestic student groups, senior tours and international travelers from Canada and Europe who visit destinations such as Phoenix, Yellowstone and California. Over time, I learned that real value grows from matching the right hotel to the correct itinerary. My role is to study each program, select properties that fit the rhythm of the journey and work with hotel teams to shape packages that strengthen the experience.
Guest experience carries even greater weight in group travel. It starts with a clear sense of who is traveling and how their days unfold beyond the hotel. Once that picture forms, the focus shifts to aligning on-site amenities so the stay feels effortless. Some properties may not typically offer services such as baggage assistance, yet groups may still rely on them. When that need surfaces, I work with on-site leaders to create a practical path forward. Minor adjustments often deliver meaningful gains.
Most tour operators and account managers recognize that our core products follow defined parameters. My responsibility is to understand what each property can offer, find ways to add value within those boundaries and ensure every group feels supported from arrival to departure.
Future Growth Opportunities: How Choice Plans Ahead
Maintaining competitive rates remains vital as tour and travel demand shows softer movement this year. Markets such as Las Vegas feel that shift more sharply, which strengthens my commitment to stay close to revenue managers. Their view of rate movement and booking behavior helps our hotels remain aligned with market conditions and adjust quickly when demand changes.
Forecasting remains difficult because global events, economic movement and political factors influence hospitality in ways that evolve without warning. One trend offers a clearer direction. Many groups that once confirmed programs ten months ahead are now booking as early as eighteen months to secure stronger rates. That pattern gives hotels a more reliable base of business earlier in the cycle. Revenue managers can then build plans around that foundation, which supports competitive positioning and steadier performance.
These shifts reinforce my conviction that collaboration and forward planning are essential for shaping resilience in every market.
Hospitality Career Advice: Professionals Stay Involved and Informed
My guidance for sales leaders entering this field is to stay involved and continually learn about how each market is evolving. Every market shifts for its own reasons and real progress comes from understanding those patterns rather than reacting after the fact. Strong rapport with accounts matters just as much. They see pressures and opportunities that sit outside our view, because they work inside their own industries and understand how their programs are being sourced.
A recent conversation with an account highlighted this point. They were struggling to place groups in Boston. The challenge was not demand but supply, since downtown Boston cannot match the hotel count of a city like New York. Insight like that only surfaces when communication stays active and the relationship feels open.
The best advice I offer is to be the driver in the relationship. Stay in steady dialogue. Be transparent and genuine. Ask what they are seeing. Then work with them to identify where you can shift, support or grow the business in ways that serve both sides.
