Holiday Inn Express Houston Westchase. What the email record shows, the accounts in play, and a plan to capture demand the hotel already has.
As of 2026-06-18 · Built from the IHG and HOUUS sales threads in ace@howdyhotels.com and ace@texashotelmgt.com. Every figure cites its source email.
4.35%
RFP conversion (group / meeting leads)
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10.14%
Lead response rate
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~61 hrs
Average response time to a lead
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$54,818
Definite revenue captured, 405 room nights from 69 opportunities
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6
Companies staying in volume with NO negotiated rate
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Jun 30
IHG CRFP window closes, 6 business cases in flight
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1. Why sales is struggling
HOUUS has real corporate demand walking in the door, but no system to hold it, and the selling is spread across two or three parties at once.
What is happening
Source
No single place holds the work. The companies that actually stay live only inside email picture attachments (the quarterly fliers and a business-case screenshot), not in anything searchable.
The same job is done two or three times. IHG now runs rate strategy through its paid service, while the outside contractor Jose was still on an $800 per month rate role, and no email shows that old role was ever cancelled.
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Sales was brought in-house, then slid back out. The Feb 2025 plan was to shrink Jose and hire a coordinator. By 2026-06-18 prospecting was handed right back to Jose, GM approved.
No dedicated salesperson. The on-property sales role is a split front-desk job, so leads sit. RFP submissions have silently failed (Compass Group, Nicholls volleyball).
Plain English: LNR = a fixed nightly rate for one company. RFP / CRFP = the annual bid where big companies pick their hotels. Business Edge = IHG's free discount program for small companies. Corporate Gold = IHG's quarterly fliers mailed to guests from listed companies.
2. The pipeline
Already staying, but no negotiated rate (the fastest wins)
These firms already stay in volume. They just have no contract. IHG built a business-case list on 2026-06-04 to fix this. Room-night and dollar figures are read off a screenshot, so treat as rough. Source: 19e949903251ebb9.
Company
Production noted
ADR noted
Status
SLB (Schlumberger)
75+ room-night rows, largest producer
$92 to $132
No rate, in CRFP
L3 Technologies
61 room nights (note says 100)
$105 / $97
No rate, in CRFP
NOV (National Oilwell Varco)
~57 room nights
$97 to $102
No rate, in CRFP
Bechtel Group
~50 room nights (note says 100)
$109
No rate, in CRFP
Linde Group
43 room nights
$98 to $101
No rate, in CRFP
Air Liquide
26 room nights
$98 to $105
No rate, in CRFP
Max Midstream
Steady, Keith Taylor ~3 to 4 nights weekly
unclear
In-house, transient
Other companies seen staying (from the IHG fliers)
Recovered by reading the quarterly Corporate Gold and Business Edge flier images. The count column header was cut off, so the counts are rough and their period is unconfirmed. Sources: 19c4eaf41b7cc300, 19e045b323eb733c.
Company
Program
Count seen
Fresenius Medical Care
Business Edge
14 (Q1)
Siemens (Corporate vs Energy, may be 2 accounts)
Corporate Gold
8 (Q4), 7 (Q1)
BASF
Corporate Gold
8 (Q4)
Altamira US
Business Edge
8 (Q1)
Humphrey and Associates
Business Edge
8 (Q1)
YPF
Business Edge
7 (Q4)
Targets and leads we are chasing
Company
Type
Where it stands
Source
Harvey Cleary (Harvey Builders)
Target
10% off rate switched on Dec 2025. Contact Kathleen 713-783-8710, info@harveybuilders.com, not yet secured
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Kintetsu International
Target
Travel agency on Katy Fwy, prefers Home2, goal to add HOUUS
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ASGMT (gas-measurement training)
Group
Sept training, overflow from Marriott Westchase
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Delta H Con / Houston Arcade Expo / Military Ball
Group
2025 overflow events. GM said "we will do that", no follow-through seen in email
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Worley Services / BioUrja
Stale
2023 rate set or verbal commit, no activity in last 12 months, reconfirm or close
2023 threads
Open RFPs and dropped balls
Item
Status
Source
IHG CRFP (annual bid)
Open to Jun 30 6 business cases in flight
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Meeting-space RFPs (2)
Responded $119 quoted, company names not shown
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Nicholls University Volleyball
Open submission error, confirm BOTH leads were sent
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Compass Group (past)
Missed believed submitted, never registered, IHG stepped in
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3. The system, set up properly
One rule fixes most of this: every stage has exactly one accountable owner and one clean hand-off.
Stage
What it does
One owner
Hands off to
1. Capture the company
Record the guest's company at check-in into one list
On-property coordinator
Weekly "stayed, no rate" list to Jose
2. Make a rate account
Steady company gets a fixed rate, small ones get the free program, events become blocks
Jose hunts and pitches
Kareem approves, IHG loads the code
3. RFP season
Defend big accounts and win new bids each fall
IHG RFP Team writes it
Kareem signs the submit list
4. Monitor production
Watch signed accounts keep producing, catch cold leads early
RevParPro shows the numbers
Jose re-engages any slipping account
Before launching: confirm who sits the on-property coordinator seat (Diana, or empty) and retire or fold in Jose's old $800 per month rate role now that IHG owns rate, so we are not paying twice.
4. The portfolio benefit: HOUZN and HOURP ride the same engine
RevParPro already scopes everything by hotel. Adding the two SpringHill Suites is adding two rows, not new software. Build it once for HOUUS, the SpringHills get it for almost nothing.
Layer
Shared across all 3 hotels
Per-property
Pipeline, lead scoring, guest-company capture, contact lookup, find-nearby
Yes, one codebase
Each hotel uploads its own data and location
Loyalty program and RFP channel at the end
No
IHG for HOUUS, Marriott for the SpringHills
On-property sales seat
No
HOUZN has a sales director, HOURP and HOUUS do not
Rollout order: HOUUS first (build it here), then HOURP (same gap, biggest gain, build the Marriott branch once), then HOUZN (reuse it, supplements its existing director).
5. Build vs outsource
Recommendation: hybrid. Keep Jose at $800 per month through this RFP season, build the one missing piece into RevParPro so THM owns the system, then re-decide on Jose once the hotel no longer needs a person to copy guest names into a spreadsheet.
Honest gap: a clean "Jose costs X vs the build costs Y" comparison cannot be made yet. The IHG service fee and the coordinator salary are not in the mailboxes and need to be pulled. The build itself is roughly $0 in infrastructure, mostly engineering time.
6. Action plan
Next 7 days · time-critical
Action
Owner
Due
Lock the IHG CRFP: hand the 6 business cases to the IHG team, approve the submit list
Jose feeds, Kareem approves
Before Jun 30
Email Kareem one question: is Diana still our sales coordinator
Ace
This week
Confirm both Nicholls volleyball leads were actually submitted
Kareem
This week
Check the books: is Jose still billing $800 per month
Ace / Junaid
This week
Authorize the one build: guest-company capture into RevParPro
Ace approves, Woz builds
This week
Next 30 to 90 days
Action
Owner
Build guest-company capture and account tracking, then harvest the trapped flier companies into RevParPro
Woz
Set the front-desk habit: fill the company field at every check-in
Kareem / coordinator
Pull the two missing cost numbers (IHG fee, coordinator salary) for a real build-vs-buy view
Ace / Junaid
Port the contact-lookup tool from Mission Control, add the RFP-season target list