01Why data beats gut feel — and when it doesn'tWhy gut feel misleads, what data knows that experience doesn't — and when overriding the number is still justified. The data-driven leader's default: the number first.8 min02The hotel as data — what we measure and whyA hotel produces data every day: bookings, rate, channel, segment. The room is perishable, and data is time-sensitive too — with a worked example of an empty room's cost.8 min03The three numbers every leader must know: occupancy, ADR, RevPAROccupancy, ADR, RevPAR: what each of the three numbers says alone, why any one of them misleads on its own — and why an 80% night can earn more than a 95% one.8 min04The leader's metrics: GOPPAR, TRevPAR, and the profit mindsetRevPAR only sees room revenue — TRevPAR and GOPPAR carry the leader to profit. A worked example: two nights with identical RevPAR, 58% apart in profit per room.9 min05Reading a dashboard: understand where the hotel stands in 5 minutesA five-step reading order and green / amber / red thinking: how to find, in five minutes, the two or three numbers you have to act on in the hotel today.8 min06Opportunity cost: what you don't see is still a decisionWhat you don't see is still a decision: opportunity cost and displacement — when a 'safe' 75 EUR group is a gift, and when it quietly costs you 3,150 EUR.8 min07The price of a bad decision: how small mistakes add up to a big lossEight euros a room is nothing — repeated once a week, it's 20,800 EUR a year. A leader's job isn't hunting mistakes, but the system that catches the routine one.8 min08Data quality and the GIGO principle: when not to trust the numberGIGO: bad data becomes a confident, well-formatted wrong number. The anatomy of the average trap on a 95 EUR corporate average rate — and the reflexes of healthy scepticism.8 min