The short answer
A monthly P&L review with all HODs, their seconds and key executives is the best leadership development platform a hotel has, and it is worth running even when the hotel is performing well. Reviewing the statement together teaches the team which cost and revenue heads they actually control and how their decisions reach profitability — understanding that no training course delivers as directly.
I am a big believer in conducting monthly P&L review meetings with all HODs, their number twos and key executives of the hotel.
Even when the hotel is performing well financially, reviewing the P&L together helps the team understand cost heads, revenue heads and their impact on profitability.
These sessions often spark great ideas for revenue generation, guest experience enhancement, and cost control — insights that may never emerge during day-to-day operations.
Unfortunately, in the rush of busy operations, such meetings are sometimes treated as less important.
But in my experience, they are invaluable — not just for business performance, but also for grooming future leaders. I still remember attending these meetings early in my career as a Restaurant Manager or Assistant F&B Manager.
My job was to prepare my department’s presentation and be ready with data for any cross-questioning. But in the process, I learned how every department contributes to the hotel’s overall financial health — knowledge that proved invaluable when I eventually became a General Manager.
Do you conduct similar monthly P&L reviews in your hotels? How do you involve your team in the process?
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Frequently Asked Questions
Quick answers on monthly p&l meetings — the best platform to build future hotel leaders.
All heads of department, their number twos, and the hotel's key executives — not just the finance team. The breadth is the point, because the meeting is as much a development platform as a financial review.
Yes. Reviewing the statement together even in a good month helps the team understand the cost heads, the revenue heads and how each affects profitability, which is understanding no training course delivers as directly.
Because running a hotel requires commercial instinct, and the monthly review is where department heads learn which numbers they actually control and how their daily decisions reach the bottom line.
Written by
Rachit Goel
Founder & Principal Hospitality Consultant
Founder of The Hotel Adviser and a hospitality leader with 25+ years of hands-on experience across Marriott, Radisson, Ramada and Taj — spanning pre-opening, operations, revenue management and food & beverage.
