Who Is Making Your Hotel Technology Decisions?

Technology is often a hotel's largest unmanaged expense. Eston Miles is a fractional hotel technology advisor with over 15 years of leadership inside hotel operations, helping ownership groups protect revenue, reduce operating costs, and ensure their technology supports a seamless guest experience. If your technology is currently overseen by finance, revenue management, an outside provider, or no one at all, we should talk.

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Case Studies

Work That Speaks for Itself

These are the kinds of outcomes that happen when technology decisions are actively managed at a senior level instead of delegated, outsourced, or ignored.

The $3 Million Line Item Nobody Had Looked For

Technology Spend Audit. 150+ Property Ownership Group Portfolio.

A routine contract review at a single 60-room property uncovered savings that turned into a portfolio-wide audit across 150+ properties. The analysis identified an estimated $3 million in annual savings through contract renegotiation, vendor consolidation, and targeted infrastructure upgrades. The initiative achieved $1.5 million in actual savings within the first year, with a 20% reduction in technology operational expenses across the portfolio.

Under Budget Before the Building Had Walls

Ground-Up Technology Build. Equinox Hotel, Hudson Yards, New York City. 212 Rooms.

The full technology stack for the Equinox Hotel was designed, tested, and installed with a $3 million budget. A working testbed on the 30th floor of a concrete shell allowed the team to evaluate every guest-facing system in a real environment months before permanent infrastructure existed. Final spend came in at $2.9 million, $100,000 under budget on a ground-up ultra-luxury build.

Back Online in One Hour

Large-Scale Infrastructure Transition. Sheraton New York Times Square Hotel.

A full administrative network cutover at the Sheraton New York Times Square, one of the largest hotels in New York City. The property was told to expect up to 24 hours of system downtime. A complete transition playbook, pre-staged team deployment, and automated onboarding strategy brought the property back online in one hour, protecting daily operations and avoiding the guest experience impact of extended downtime at a property of this scale.

From Legacy On-Prem to Cloud in a Single Cutover

Cloud PMS Migration. 168-Room NYC Hotel with 3,000 SF Meeting Space. Opera v5.5 to StaynTouch.

A newly acquired hotel running on aging on-premise Opera v5.5 needed a clean technology foundation for new ownership. All reservation data was mapped and staged before cutover. The property moved from an isolated on-premise system to a fully integrated cloud-based PMS in a single controlled transition, eliminating the majority of on-premise infrastructure and reducing technology overhead by 25%.

Building a Brand Partnership from Scratch

Outdoor Hospitality Startup. Marriott Distribution Partnership.

An outdoor hospitality startup with no existing relationship with Marriott needed to enter a distribution partnership from the ground up. The engagement covered negotiating the distribution agreement, aligning both organizations on technology and operational requirements, and positioning the company to meet Marriott's standards for participation. The company went from no Marriott relationship to an active distribution partner.

Advisory Scope

Protecting Your Investment in Hotel Technology

Technology is the invisible engine behind the guest experience. When it works, it drives revenue and five-star reviews. When it doesn't, it costs you in implementation and in lost guest loyalty. I focus on the stability and functionality that allow your service team to stay focused on the guest instead of troubleshooting.

Fractional Technology Advisor

This is the core engagement. Most ownership groups do not need a full-time technology executive, but they do need someone accountable for how technology decisions are made. This model provides senior leadership without the overhead of a permanent hire. Every engagement is led by me directly with no junior teams, no delegation, and no handoffs.

  • Proactive review of technology spend, contracts, and vendor performance
  • Active project oversight to ensure systems are delivered on time and built correctly
  • Long-term technology roadmaps to move capital spending from reactive to planned
  • Independent vendor evaluation to distinguish system costs from vendor markups

Technology Spend Review

Most ownership groups are still paying for decisions made by previous operators. I review your existing systems and vendor contracts to identify wasted spend and outdated agreements. This review provides a clear baseline to protect your margins and ensure technology serves the property instead of draining the budget.

  • Inventory of all existing systems and vendor contracts
  • Identification of overspending and redundant vendor overlap
  • Prioritized list of what to fix, replace, or renegotiate
  • Targeted recommendations for immediate cost reduction

Acquisitions and New Openings

The technology decisions made early in an acquisition, new build, or renovation determine what the asset costs to operate for years. I make sure you know exactly what you are buying into or building toward before the money is spent. I provide senior-level technical review of on-site reports to protect your margins and ensure the property is built to perform from day one.

  • Due diligence and technical report review for acquisitions
  • Capital forecasting and pre-opening budget development
  • Systems architecture and deployment planning
  • Vendor evaluation and pre-opening strategy

Project Oversight

Flag conversions, migrations, and brand mandates often fail when technical details aren't challenged. I look past the sales pitch and deal directly with technical teams to ensure systems work for your specific environment and budget. When a vendor underdelivers, I provide ownership with the technical specifics and leverage needed to hold them accountable to their commitments.

  • Technical alignment to ensure seamless operations during critical cutovers
  • Brand mandate review to identify fixed requirements and ownership leverage
  • Independent oversight of PMS and core technology transitions
  • Direct vendor accountability from kickoff through completion
Industry Credentials

The Foundation Behind the Strategy

Insight Into Every Operating Model

From 60-room select service properties to 5-star ultra-luxury resorts, the technology decisions are different at every level. Select service, full service, extended stay, lifestyle, boutique, and luxury all have different requirements and different budgets. My experience spans every category nationwide.

Experience Across Major Brands

I have worked within most major brand systems and understand how they each prioritize technology. This deep familiarity helps me navigate their specific standards and operational requirements without losing sight of your bottom line. I make sure your property meets brand expectations without losing sight of your interests as the owner.

Proactive Asset Protection

Fifteen years in hotel technology allows me to recognize warning signs before they become guest-facing emergencies. I ensure your technology remains a reliable asset rather than a recurring headache. When managed correctly, technology protects the property. When it is ignored or underfunded, the impact shows up immediately in guest reviews and long-term profitability.

About Miles Hotel Tech

The Advisor Behind the Strategy

Eston Miles

My name is Eston Miles. My career started on the helpdesk with Starwood Hotels before moving into managing technology at the Sheraton New York Times Square. After directing the technology for W New York branded hotels, my work led to a role on the Marriott-Starwood transitions team where I helped co-develop the conversion playbook for the largest hotel integration project in history. These milestones led me into designing the full technology stack for the Equinox Hotel at Hudson Yards and overseeing technology for a $5 billion portfolio of 150 properties.

Working across multiple portfolios showed me that many hotel owners operate without a high-level technology lead. The responsibility of technology usually falls to finance or revenue teams, or it is outsourced entirely to vendors with no internal oversight. In these environments, it is difficult for owners to tell the difference between a technical necessity and a vendor's profit margin.

I started Miles Hotel Tech to bridge this gap as your fractional technology partner. I believe that technology needs dedicated processes to remain reliable. More importantly, I believe hotel technology should be a tool for providing great service. While some see a hotel as just a bed and a shower, the most successful ownership groups understand that a seamless guest experience is a far more powerful revenue driver. My goal is to help you use technology to balance operational profitability with the high level of satisfaction that keeps guests coming back.

Engagement

Put an Expert on Your Side

If you are ready to bridge the gap between your technology and your bottom line, I would like to hear from you. Tell me what you are currently working through and we will figure out quickly if I am the right partner to help you move the business forward.