Robin Chiang, Chief Growth Officer at OpenTable, has built a career on adaptability, curiosity, and a deep understanding of technology’s role in hospitality. From his beginnings in Melbourne, Australia, studying software engineering and law, to his work in corporate finance and ultimately his leadership roles at OpenTable, Chiang’s trajectory has been anything but linear. “I don’t try and plan my career, but I love learning new things,” he reflects.
As the leader of OpenTable’s growth team, Chiang oversees a multi-faceted portfolio that includes global diner marketing, regional operations in EMEA and APAC, and, most pertinently to hoteliers, the company’s hotel relationships. His insights into the evolving role of technology, data, and guest experience provide valuable lessons for those in the hospitality industry seeking to navigate a rapidly changing landscape.
From Finance to Hospitality
Chiang’s initial career in corporate finance in Hong Kong gave him a unique perspective on operations. “I wanted to see how the sausage is made,” he quips, describing his desire to move from advisory roles into the operational side of business. Joining Booking Holdings—a group that includes OpenTable, Booking.com, and Kayak—marked a shift into travel and hospitality.
His current role at OpenTable brings together a passion for problem-solving and a fascination with technology. “We work with our restaurateurs to help solve their operational problems,” he explains. OpenTable provides a two-sided platform that not only streamlines restaurant operations but also drives diner demand. For Chiang, the intersection of technology and hospitality is a dynamic space where challenges and opportunities abound.
A Restaurant-First Approach
OpenTable’s ethos is simple yet profound: restaurants come first. The platform offers a robust software package designed to maximise operational efficiency. From managing table configurations to merchandising special experiences like prepaid menus, the tools aim to optimise revenue management.
But what sets OpenTable apart is its ability to close the loop between operations and customer acquisition. Chiang uses his own travel experiences to illustrate the platform’s value. “I often go to cities I don’t know well. Instead of spending hours on a Google search, I can go to OpenTable, see all the restaurants, and make a booking in one fell swoop,” he says. This incremental diner demand—guests who might not otherwise find or choose a restaurant—is a significant advantage for OpenTable clients.
For hoteliers, the benefits are particularly compelling. “We’ve deepened our relationships with hotel restaurants,” Chiang notes, highlighting partnerships with major groups like Marriott and Four Seasons. By integrating with hotel systems, OpenTable can offer seamless operations and valuable insights into guest behaviour.
The Unique Challenges of Hotel Restaurants
Chiang acknowledges that hotel restaurants operate differently from independent venues, requiring tailored solutions. “It’s a complex ecosystem,” he says, noting the involvement of property management teams, corporate headquarters, and local restaurateurs. OpenTable’s role is to bridge these layers, ensuring smooth operations and unified goals.
One of the key challenges for hotel restaurants is integration. Many operate with 10 to 15 different software systems, creating inefficiencies and data silos. OpenTable’s integrations team focuses on making these systems work together. “We must have one of the highest numbers of integrations among our competitors,” Chiang states, emphasising the importance of collaboration in a fragmented tech landscape.
Leveraging Data for a Better Guest Experience
OpenTable’s platform provides hotel restaurants with actionable insights, enabling them to understand and anticipate guest needs. One tool, the pre-shift report, offers a snapshot of the day’s diners, including dietary requirements and previous visits. “It’s based on what the top Michelin star restaurants use for their pre-shift meetings,” Chiang explains.
For hoteliers, data is a critical asset. OpenTable allows them to own and analyse their guest data, either through the platform’s built-in analytics or by integrating it into their broader systems. “The most sophisticated players take their data and manipulate it to find the insights they need,” Chiang says, citing Marriott as an example of a group that effectively leverages technology to enhance operations.
Smaller outlets can also benefit from OpenTable’s tools. “Let technology do the work for you,” Chiang advises. By automating processes like filling under-utilised time slots, even boutique hotels can maximise their resources.
Driving Local Engagement
One of the most significant shifts Chiang has observed in recent years is a focus on attracting local diners to hotel restaurants. “It’s not just about the hotel guests coming downstairs into the restaurant,” he says. Successful properties now view their food and beverage (F&B) operations as separate businesses with their own strategies and budgets.
Chiang points to Four Seasons as a leader in this area. “They think deeply about the concepts and how to drive demand,” he notes. Marketing efforts tailored to the local community, combined with exceptional dining experiences, can turn hotel restaurants into destinations in their own right.
Technology as an Enabler
While hospitality is fundamentally about human connection, technology plays a vital supporting role. Chiang envisions a future where technology handles routine tasks, freeing staff to focus on delivering exceptional service. “The magic of hospitality is making everyone feel like a regular, even if it’s only their second visit,” he says.
AI is beginning to play a role in this vision. OpenTable has introduced AI-driven tools like automated review responses, which save time while maintaining a personal touch. “The best technology is when you don’t notice it,” Chiang observes, emphasising practicality over flashiness.
Sustainability and Innovation
As sustainability becomes a priority for the hospitality industry, Chiang encourages continuous learning. He cites examples like Silo, a zero-waste restaurant in Berlin, as models of innovation. “Sustainability is evolving every day. Keep the curiosity,” he advises.
For hotel restaurants, embracing sustainable practices can enhance both their operations and their appeal to eco-conscious diners. Partnerships with innovative suppliers and a focus on waste reduction are practical starting points.
Looking Ahead
Chiang is optimistic about the future of hospitality, despite the challenges posed by economic uncertainty and shifting consumer expectations. “Hospitality evolves but always stays the same,” he reflects. The core of the industry—providing nourishment and comfort—remains constant, even as the tools and strategies change.
For hoteliers, the key is to balance tradition with innovation. By leveraging technology, fostering local connections, and prioritising guest experience, hotel restaurants can thrive in an increasingly competitive market. With leaders like Robin Chiang at the helm, the future of hospitality looks bright, adaptable, and deeply connected to the needs of its guests.
