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CHALLENGE:
Difficulty in revenue planning for a business with multiple auxiliary services
Omni Hotels & Resorts operates about 50 luxury properties across North America, each with a mix of amenities such as restaurants, spas, golf courses, and event spaces. To improve planning and forecasting, the company’s CFO wanted a single financial planning solution that could show how one activity, like an event or group booking, would impact the rest of the business.
At the time, Omni was using a legacy financial planning tool. Each part of the business used it differently, with teams building and maintaining their own calculations in isolation. With 50 properties and multiple auxiliary offerings at each location, this approach created a complex and fragmented web of information. As a result, the planning was decentralized with no unified view of the company’s financial performance. To understand the full picture, stakeholders had to look across separate models for each hotel and then search further into individual business lines within those hotels.
Omni knew they needed a single source of truth that could unify sales, finance, and operational planning into one system. Spaulding Ridge understood their vision and partnered with Omni to build this model.
SOLUTION:
Phase 1: Building a revenue planning model that fits the dynamic nature of hotel pricing
The vision that everything should live within one system was central to the success of this project. Before the transformation, teams across Omni Hotels were planning in isolation, using disconnected tools and separate models. This made it difficult to understand how decisions in one area affected the rest of the business. To streamline the disconnected models, Spaulding Ridge shifted the entire organization onto OneStream, knowing its ability to unify forecasting, planning, and revenue management aligned with what the company needed.
Once all data was migrated into OneStream and connected across teams and properties, planning became truly integrated. A single change in room occupancy at one hotel automatically showed how other business areas would be affected, from restaurants and events to staffing needs. At the same time, those changes flowed directly into the forecast. This achieved the core objective of the project: a fully interconnected planning system.
With systems now linked, stakeholders gained clear visibility into how data moved across the organization. This was especially valuable for the accounting team. They could see how assumptions and operational drivers flowed through the system, which significantly reduced the time spent managing financial close and account reconciliations. These processes had previously relied heavily on Excel and manual reviews.
For leadership, the impact was immediate. Previously, if the finance team wanted to understand why a forecast had changed, they had to review multiple decentralized plans across properties and departments. Now, the finance team can access a single integrated dashboard. From there, the team can review any property, any department, or metric in one place. This created consistency across the organization and surfaced detailed insights that were not previously available.
To further strengthen profitability analysis, especially at a daily level, Spaulding Ridge converted monthly utility expenses such as water and electricity into daily values. This allowed each property to view a true day‑by‑day profit and loss statement.
By planning at a daily level and recognizing that no two days or months behave the same in the hotel industry, Omni gained a much higher level of precision. This clarity helped teams identify where pricing needed adjustment and where staffing levels should be increased or reduced.
After go‑live, Omni Hotels was able to manage revenue, expenses, and headcount forecasting at a daily level across all properties and business segments within a single system. These insights enabled managers to analyze performance more accurately, respond faster to change, and make targeted improvements that directly supported profitability.
Phase 2: Linking finance goals to sales actuals with sales performance management
Building on the success of the initial implementation, Omni Hotels began exploring how to further streamline quota management and sales incentives. Previously, these processes were managed in Excel, which made them difficult to scale, maintain, and govern. As quotas, territories, and compensation plans changed, spreadsheets became complex, error-prone, and hard to reconcile with financial actuals, leading to manual effort, limited transparency, and ongoing questions about accuracy.
The team at Omni Hotels wanted a solution with the same unified approach that could be extended to sales performance management. In response, Spaulding Ridge partnered with infinitySPM to design and deliver a solution on OneStream that addressed Territory & Quota Management (TQM) and Incentive Compensation Management (ICM).
The solution helped answer critical business questions, such as how many salespeople were needed, how territories should be structured, what quota levels were appropriate, and which compensation plans would best support financial goals. This enabled sales capacity, quotas, and incentives to plan together in a way that directly aligned with Omni’s financial targets.
Once the plan was in place, the focus shifted to execution. The ICM component ensured commissions were calculated accurately and automatically based on actual booked revenue. This information flowed directly to the accounting team and then into payroll, eliminating manual handoffs and reducing errors. Just as importantly, the process was transparent. Salespeople could clearly see how their commissions were calculated, which built trust and confidence in the system. If a salesperson closed a major event booking at one of Omni’s hotels, they could understand exactly how that deal translated into compensation.
With the second phase of the ICM implementation, Spaulding Ridge was able to unify sales and finance on a single platform. By creating a reliable single source of truth, the solution established a centralized, connected, and consistent process across the organization. This shift removed ambiguity, reduced manual effort, and gave leadership confidence that sales performance, compensation, and financial outcomes were fully aligned and working toward the same goals.
RESULTS:
Financial book generation reduced from 3 hours to 3 minutes
With a single platform in place, Omni Hotels now leverages both operational and financial data for sales and quota management, creating a trusted single source of truth. The OneStream initiative delivered a comprehensive solution spanning consolidations (including foreign exchange and intercompany), FP&A, and account reconciliations. Key achievements included
- Speed & Efficiency: By consolidating all data into a single platform, Omni eliminated the need for nightly data loads between FP&A and actuals. Financial book generation was reduced from nearly 3 hours to under 3 minutes, while variance reporting between actuals and forecasts is now available in real time
- Portfolio level insight: Spaulding Ridge configured security for ~125 users which enabled workflows for property-level planning and building over 40 forms and 25 reports to support budgeting and forecasting.
- Visibility into revenue streams: Advanced capabilities such as transaction matching for 7,500+ account combinations and dynamic driver-based calculations for revenue streams (rooms, F&B, spa, golf) positioned Omni for operational agility.
- Commission accuracy and payroll control: By replacing roughly 50 property‑level spreadsheets with a centralized incentive compensation model, Omni eliminated manual data copying and reduced commission inaccuracies exceeding $100K. Within six months, the system identified $80–120K in additional pay discrepancies, enabled real‑time performance tracking, and allowed finance directors to monitor all commission‑related expenses in one place.
- Centralized goal setting and management: Omni transitioned from hundreds of Excel sheets used for goal setting to a single platform for managing sales goals. Scenario‑based planning replaced version control issues, enabling earlier goal releases and an estimated annual savings of 1,500 staff hours previously spent on manual processes.
- Sales performance visibility and uplift: Limited visibility into sales performance was replaced with individualized dashboards for each sales representative, including real-time earnings and what‑if estimators. Deal‑level pay statements and calculation drill‑downs improved trust and transparency, while centralized visibility into Sales Trip and President’s Circle eligibility contributed to an estimated $1M sales uplift.
LOOKING AHEAD:
Advancing revenue performance and decision intelligence
The trust Spaulding Ridge has built with Omni sets the foundation for the next phase of transformation. The focus now is a modern financial close that continues to improve speed, accuracy, and control. By expanding connected workflows through task manager for close, journal entry manager, and extended operational reporting, Omni can further automate close processes while strengthening controls and visibility.
In parallel, sensible use of AI will help accelerate analysis and surface patterns faster and provide more targeted support for decision-making across both financial and operational data. This will accelerate analysis, surface patterns more quickly, and support better decision‑making.
Spaulding Rudge will also continue to work with Omni to build on its Sales Performance Management foundation to deepen insight into plan design, role-based ROI, and forecasting alignment. Stronger connections between incentive payouts and financial forecasts will improve confidence in performance outcomes and planning assumptions. This next stage ensures revenue performance, compensation strategy, and financial forecasting continue to move in lockstep, enabling smarter decisions and sustained business impact.
