For over 35 years, Tim Davis MBE has been at the forefront of transformation in the travel and hospitality industry. From pioneering digital advancements during his tenure at Hilton to founding Pace Dimensions, a consultancy specializing in travel and hospitality, Davis has consistently demonstrated his ability to anticipate and navigate change. Today, as Managing Director of Pace Dimensions, Davis leads a team of industry experts working with leading brands and technology companies to accelerate growth and improve performance.
With his rich career spanning multiple industries and disciplines, Davis offers insights into the challenges and opportunities facing hospitality as it adapts to emerging technologies, shifting consumer expectations, and global trends such as sustainability.
A Foundation of Leadership at Hilton
Davis’s career trajectory reflects a steady ascent through pivotal roles. After earning a degree in computer science, Davis entered the world of technology sales at GRiD Systems, eventually managing multinational sales at Galileo International. By 1997, he joined Hilton as Vice President of Marketing for Europe, the Middle East, and Africa. This marked the beginning of an 11-year tenure that would see him climb to Senior Vice President and ultimately, SVP of Commercial Development and IT.
“Most hotel companies swing between these extremes, and they rarely get the balance right. You want systems that work for everyone but allow decisions to be made where they’re needed.”
Reflecting on his early years at Hilton, Davis recalls: “I started off running marketing across Europe, the Middle East, and Africa, and then moved into distribution and e-commerce at, I think, one of the most exciting times—to do that job, which was the birth of the internet.” It was a period of transformation, as the travel and hospitality sector embraced digital distribution channels. “We knew it was going to be big, so we invested significantly, and it was a good thing we did,” he says.
Davis’s leadership extended beyond e-commerce to encompass global distribution and revenue management. “At that time, Hilton was two entirely separate companies, floated on different stock exchanges,” he explains. The integration of Hilton International and Hilton Hotel Corporation, alongside the acquisition of Scandic Hotels, required Davis to oversee the development of a unified commercial strategy. “It was about aligning business processes, developing technology to underpin that, and rationalizing legacy systems,” he says.
The Challenges of Change Management
Managing large-scale change requires not only technical expertise but also effective communication and stakeholder engagement. “It isn’t just about selling an idea; it’s about establishing two-way communication—from frontline staff all the way to the board—so you can understand and adapt to their reactions,” Davis says. He emphasizes the importance of simplicity in strategy. “Having three or four big themes is better than overwhelming everyone with details.”
One of his most significant challenges was navigating the pendulum effect of centralization and decentralization in hotel management. “Most hotel companies swing between these extremes, and they rarely get the balance right,” he observes. His solution was to centralize tools and technology while enabling localized decision-making. “You want systems that work for everyone but allow decisions to be made where they’re needed.”
Pace Dimensions: A Vision for the Future
In 2009, Davis founded Pace Dimensions to help businesses in the travel and hospitality sector adapt to a rapidly changing landscape. The firm focuses on four core areas: market research, strategy development, business architecture design, and change management. “We work to establish the unique basis on which a business can compete in the current market, drawing on proprietary research and tried-and-tested methodologies,” Davis explains.
One of Pace Dimensions’ standout projects involved replacing a 30-year-old central reservation system for a global hotel chain. “Changing something so central to the business was incredibly complex, as everything was connected to it,” he says. Another notable engagement involved helping a property owner transition from operating individual hotels to building a unified brand. “It wasn’t just about technology; it was about designing new management competencies, processes, and governance structures.”
“Gen Y is the most vocal about sustainability, but baby boomers are the ones taking the most action. Boomers have the financial means to make sustainable choices, even if they are less vocal than younger generations.”
Davis is particularly proud of the firm’s reputation. “Almost all our business comes from recommendations,” he notes. The consultancy has worked with over half of the top 20 hotel groups globally, delivering transformative projects that have earned the trust of leading brands.
The Sustainability Imperative
As the industry grapples with sustainability, Davis sees both challenges and opportunities. “Our research found that 38% of the global market consists of consumers who are either advocates or strong believers in sustainability,” he says. However, translating this demand into action remains a hurdle. “It’s difficult for consumers to identify sustainable hotels or make informed choices. That’s the biggest opportunity—a brand that meets these criteria will do very well.”
Interestingly, his research also reveals generational differences. “Gen Y is the most vocal about sustainability, but baby boomers are the ones taking the most action,” Davis explains. He attributes this to economic power: “Boomers have the financial means to make sustainable choices, even if they are less vocal than younger generations.”
Davis believes that sustainability is not just a regulatory burden but a market opportunity. “Businesses have to be sustainable too—it’s about making good money to provide jobs and ensure longevity,” he says.
Technology and Personalization
The digital revolution continues to reshape hospitality, with technology enabling greater personalization and efficiency. “Over the last 25 years, the journey has gone from using the internet as an information site to selling hotel rooms and now to enhancing customer experiences,” Davis observes. However, he warns against losing the human touch. “Technology can make things more efficient, but it can’t replace the human touch, especially in full-service hotels where service is part of the appeal.”
“Underlying demand for travel and hospitality continues to grow at 4-5% annually. Average rates have risen to eye-watering levels, which may not be sustainable.”
He also highlights the ongoing consolidation of brands in the hospitality sector. “The top ten hotel companies now account for 55% of branded supply globally, compared to 25% just seven or eight years ago,” he notes. While this consolidation brings efficiencies, Davis warns of brand saturation. “Unless branding companies truly differentiate based on consumer need and execute well, the plethora of brands will become confusing for consumers.”
Lessons Learned and Looking Ahead
Looking back on his career, Davis credits his time in the Royal Marines for instilling discipline and resilience. “That foundation has stood me very well throughout my life,” he says. His dedication to service extends to his charitable work, for which he was awarded an MBE for services to military charities. “I have great empathy for the country and the military that defend us and keep us safe.”
As he looks to the future, Davis remains optimistic about the industry’s resilience. “Underlying demand for travel and hospitality continues to grow at 4-5% annually,” he notes. However, he cautions against unsustainable rate growth, observing, “Average rates have risen to eye-watering levels, which may not be sustainable.”
For Davis, the key to success lies in differentiation. “With thousands of options visible to consumers, every hotel company must answer the question: how are you going to be different?” It’s a question he has spent his career answering, guiding the hospitality industry through its most transformative moments.
