Moving an entire group onto a single PMS in under 2 months

The goal was to successfully transition more than 100 hotels to Daylight PMS within a tightly controlled rollout period, with the first wave beginning in late octobre and the final property going live in mid‑déc. Throughout this compressed timeframe, the focus was on ensuring that data migration was both accurate and complete while integrations were activated and stabilized without delay.

At the same time, the rollout needed to minimize disruption to daily hotel operations and ensure that end users across all properties were fully prepared and confident in using the system from day one.

Data migration is the critical path

Across all properties, data migration consistently proved to be the most time‑critical and high‑risk activity.

Reservations, group bookings, and event data needed to be migrated precisely to maintain inventory accuracy and enable financial reconciliation before go‑live

Differences between legacy systems and Daylight PMS introduced additional complexity, requiring rapid decision-making and close collaboration with the customer team.

Over time, recurring issues, such as missing mapping records, were reduced by continuously refining mapping tables and improving validation processes.

Standardization enables speed at scale

Rolling out multiple hotels per day was only possible because processes were heavily optimized before execution began.

Key enablers included clearly defined SOPs for integrations and migration, standardized data conversion workflows, and a deliberate reduction in manual intervention, allowing the team to maintain both speed and consistency across all properties.

This level of standardization allowed teams to execute repeatable tasks efficiently while maintaining quality across all properties.

At the same time, flexibility within the team ensured that resources could shift dynamically, consultants who completed tasks would immediately support others, keeping the rollout moving without delays.

Communication is the backbone of high-speed execution

With teams working remotely and multiple properties going live simultaneously, clear communication became a critical success factor.

Dedicated Teams chats and command centers enabled fast resolution of integration and data issues, immediate escalation of blockers, and continuous alignment between teams.

Regular updates ensured that each activity was completed in the correct sequence, preventing downstream delays.

Clear communication is what turns complex rollouts into predictable ones. When teams are aligned, roles are understood, and decisions move quickly, even the most challenging projects can stay on track.” — Markus Schmiedhofer, Director, Regional Product Management, Shiji

Readiness determines success

Readiness proved to be a defining factor in the success of the rollout, both from a technical and operational perspective. While ensuring systems were fully prepared was essential, equal emphasis was placed on end-user readiness across all properties, particularly given the speed and scale of the rollout.  

To support this, the hotel group implemented a train-the-trainer approach, empowering internal champions to guide local teams and maintain consistency. Comprehensive supporting materials, including documentation, exercises, and test scenarios, helped reinforce this alignment as rollout waves progressed.  

In parallel, continuous improvement played a critical role in reducing friction throughout execution. Recurring challenges, particularly around integrations, were addressed through iterative refinements such as introducing additional validation checks to resolve POS posting issues, expanding mapping tables to minimize migration errors, and adapting processes in response to vendor-side delays and unexpected issues.  

This ongoing optimization allowed the rollout to become increasingly stable over time, even as the pace remained high.

Key metrics

Conclusion

This rollout demonstrates that large-scale PMS transformations are not constrained by ambition, but by preparation, structure, and execution discipline.

By combining standardized processes with flexible teamwork, and strong governance with real-time communication, the project achieved both speed and stability.

Rolling out up to nine properties per day is not simply a function of resources, it is the result of deeply aligned teams, clearly defined responsibilities, and a shared commitment to execution excellence.

For hotel groups planning similar transformations, the key lesson is clear:

Success at scale is built long before the first property goes live, and sustained through every decision made during execution.