Andrew J Richardson

• $5 Million — Lifetime Revenue Generated
• +5% — Direct Booking Conversion Rate
• 4-year — Client Deal Secured

I inherited a stalled program with no working web booking engine in place and a contractual commitment to QHotels at risk, carrying exposure to financial penalties and reputational damage. QHotels, a strategic development partner with 26 four-star hotels and 3,650+ rooms, needed a next-generation, fully configurable engine to grow direct bookings and cut acquisition costs, on a firm timeline.

I took over with no working product and rebuilt the web booking engine from the ground up within xmsEnterprise CRS. As product owner and program lead in a strategic development partnership with QHotels, I owned scope, backlog, and priorities, ran a Scrum-based delivery cadence, and shaped features around guest recognition, bespoke booking journeys, and full configurability. I coordinated development and integration across GDS, channel management, and direct web, ran UAT and release management, and delivered the engine to live general release in March 2017, underpinning a four-year deal.

I turned a stalled program with penalty and reputational exposure into a documented success: delivered the web booking engine to live, lifted QHotels’ conversion to over 5%, and secured a four-year deal, generating $5 million lifetime revenue.

• 6,000 — Properties Protected
• 100% — Customer Base Onboarded

German fiscal law (KassenSichV/TSE) required every point-of-sale and PMS to have a certified technical security system for tax compliance by a hard deadline. Non-compliance exposed hotels to fines and legal risk. protel/Planet had around 6,000 German properties all needing a compliant solution specified, built and rolled out in time, with no room to slip.

I led product and program governance for the KassenSichV compliance program. I translated the fiscal and TSE regulatory requirements into clear product specifications, then coordinated engineering, certification partners and rollout teams to deliver them. I put governance in place to track progress across the full customer base, managed testing and certification, and ran a structured, phased onboarding of properties with clear customer communication. I steered priorities and risk against the fixed regulatory deadline, keeping the program on track to get every property compliant in time.

I delivered KassenSichV fiscal compliance to around 6,000 German properties, on-time to a hard regulatory deadline with 100% of the customer base onboarded, protecting hotels from fines and keeping the platform legally compliant.

• 1,700+ — RFI Requirements Rationalized
• 300-400 — Functional Requirements Defined
• 140+ — Properties in 17 Countries Implemented in 12 Months
• **$2 Million ** — Project Secured and Supported Over 10 Years
• 20,000+ — Apartment Units

Ascott, a leading global serviced-apartment operator, ran long-stay properties on a PMS built for short-stay hotels. Extended bookings, recurring billing, and corporate tenancy contracts had no native support, forcing manual workarounds that didn’t scale. The RFI ran to 1,700+ requirements with no market product that fit, putting a core business line and a major account at risk.

I ran structured discovery with Ascott’s operations, finance and corporate teams, working through a 1,700+ line RFI and rationalizing it into 300-400 clear, testable functional requirements. I then designed the solution architecture for long-stay management, covering unit-level tenancy, recurring and pro-rata billing, corporate and relocation contracts, and extended-stay reporting. I guided the build with the development team, ran UAT and beta validation with pilot properties, and managed a phased rollout across APAC, China, and Europe, taking it from concept to live enterprise deployment.

I gave Ascott native long-stay management across APAC, China, and Europe, closing a critical product gap and helping secure one of its largest enterprise wins at the time.

• 6+ Million — Guest Profiles Unified
• 24 — Countries On One Platform
• 140 — Hotels Syncronized to one CRM

Ascott’s guest data was fragmented across dozens of properties, systems, and countries, with no single view of the guest. Duplicate and siloed records made personalized marketing, recognition, and loyalty impossible to run at scale, and left the group unable to leverage one of its most valuable assets: 6+ million guest profiles spread across 24 markets.

I led a SGD $1 million program to consolidate Ascott’s guest data onto a single global CRM. I designed the data architecture and integration approach, mapping source systems and PMS feeds across 24 countries, then defining matching, de-duplication and data-quality rules to merge 6+ million profiles into one trusted model. I coordinated development and 3rd-party vendors, ran data-migration testing and UAT, and managed a phased rollout market by market, taking it from fragmented silos to a live, unified CRM platform supporting marketing and loyalty.

I unified 6+ million guest profiles across 24 countries onto a single global CRM, giving Ascott one trusted view of the guest and enabling personalized marketing, recognition, and loyalty at scale.

• **5-person ** — Integration Team Built
• 8-years — Zero To Profitable Practice

Xn Protel Asia had growing demand for bespoke system integrations, connecting PMS to CRS, CRM, payment and 3rd-party interfaces, but no dedicated capability to deliver them. Work was handled ad hoc, with no methodology, no costing model, and no delivery team. This capped how much integration work the business could take on and left recurring services revenue on the table.

I founded and built the Systems Integration division from scratch. I created the delivery methodology and a structured, process-driven quotation model that priced each project against calculated cost of delivery, then recruited and led a five-person team based in Vietnam. I ran the practice end to end, scoping and architecting bespoke integrations for clients such as The Ascott Limited, managing build, testing and deployment, and owning delivery and P&L. Over eight years I grew it from zero into a profitable practice generating around SGD 300,000-400,000 a year in recurring services revenue.

Built a systems-integration practice from zero to around SGD 300,000-400,000 a year in recurring revenue over eight years, with a dedicated delivery team and repeatable methodology. The division’s assets were later acquired by Planet.

• SGD 80,000-100,000 — Program Delivered
• SGD 50,000 — Reccuring Revenue Secured

Ascott managed corporate and negotiated rates manually across a large global portfolio. Updating rates property by property was slow, error-prone and didn’t scale, making it hard to roll out corporate rate agreements consistently or react quickly to commercial change. The group needed a way to apply bulk rate updates centrally, across many properties at once.

As product owner and solution designer, I designed and delivered a web-based tool for bulk corporate rate management. I gathered requirements from revenue and commercial teams, designed the workflow and interface for applying rate updates across many properties at once, and defined the logic for corporate and negotiated rate structures. I managed the build, ran UAT and deployment, and rolled the tool out across Ascott’s global portfolio. I deliberately designed it to be generic and configurable rather than Ascott-specific, which later allowed a second operator, TFE Hotels, to adopt it.

I delivered a web-based bulk rate management tool (SGD 80,000-100,000 program) that let Ascott apply corporate rate updates across its global portfolio centrally. Its configurable design proved reusable and was subsequently adopted by TFE Hotels.

• 130-150 — Properties Migrated
• 20+ — Countries Unified

Ascott needed to migrate the global distribution stack for 130-150 live properties across 20+ countries onto a new architecture. Because these were operating hotels taking live reservations, any error in the cutover risked lost bookings, rate and availability mismatches, and revenue impact. The migration spanned a complex chain of PMS, middleware, CRS and OTA channels that all had to stay in sync

As product manager and integration lead, I orchestrated the migration across the full distribution chain: PMS to MuleSoft middleware to SynXis CRS to OTA channels. I defined the integration architecture and mapping, coordinated internal teams and 3rd-party vendors, and sequenced property cut-overs to protect live reservations. I ran connectivity and end-to-end testing for rate, availability and booking flow, then managed a controlled, country-by-country rollout across 20+ markets, keeping each property live throughout the transition.

I migrated 130-150 live properties across 20+ countries onto a unified distribution stack (PMS to MuleSoft to SynXis to OTA) with no disruption to live reservations, giving Ascott a consistent, scalable distribution architecture.