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Interview: Raymond Boyle, vice-president of data and analytics, Hyatt Hotels

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Interview: Raymond Boyle, vice-president of data and analytics, Hyatt Hotels

Raymond Boyle, vice-president of data and analytics at Hyatt Hotels, is a seasoned executive who plays a crucial role in leveraging the company’s information resources. He oversees Hyatt’s data strategy, governance, engineering, science, and analytics functions, using data-driven insights to enhance customer and employee experiences.

“I was drawn to this opportunity because I am passionate about the role,” says Boyle, who joined Hyatt in early 2020 after serving as the vice-president for data and analytics at Walmart Labs. “I was particularly impressed by Hyatt as a company and its culture. It allows me to engage in the areas I enjoy within the realm of data, such as leading strategic insights and governance.”

Reporting to Amy Weinberg, senior vice-president for loyalty, brand marketing, and consumer insights, Boyle has spent the past five years at Hyatt laying the groundwork for a data-centric business strategy that integrates data into organizational and operational processes.

“I find the travel industry fascinating,” he explains. “It’s a complex sector. As a data leader, I have the opportunity to drive customer and employee experiences and facilitate effective digital engagement.”

Boyle’s current role marks the latest milestone in his 30-year career, during which he has utilized data and analytics to drive innovation and business growth. He acknowledges the evolving nature of the data chief role, particularly with the advent of emerging technologies like artificial intelligence (AI), which present new challenges.

“The field of data and AI has been incredibly dynamic for many years,” he notes. “The rapid changes in data and AI technologies, implementation methods, user engagement, and organizational cultures have been particularly intriguing.”

Building data products

Boyle’s day-to-day leadership at Hyatt revolves around ensuring that employees across the organization are proficient in data literacy and can effectively leverage data assets. He emphasizes the importance of “productizing data” and creating self-service environments that simplify processes for both employees and customers.

“We view data as a product, encompassing all aspects of information management, strategic design, and solution development,” Boyle explains. “This encompasses the realms of data engineering supporting various business functions, platform operations managing our foundational systems, and data science and machine learning functions.”

Hyatt’s data strategy focuses on enhancing care through data-driven decisions and automation, with an emphasis on nurturing top talent and evolving the organization’s data culture.

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“We are striving to redefine leadership within the organization, emphasizing data literacy and information stewardship,” he states. “Our focus is heavily centered on customer personalization and trust, aiming to enable the organization to deliver exceptional guest experiences at every touchpoint while continuing to personalize customer engagement within a secure and trustworthy framework.”

Boyle highlights some of the achievements his team has accomplished, including establishing robust data capabilities and performance metrics across the business. They have also ensured a common understanding of data-driven performance among Hyatt employees.

“This required significant efforts to streamline and automate business operations, as well as diligent work to ensure seamless integration of data and products as the enterprise undergoes new mergers and acquisitions,” he adds.

Innovating at pace

An essential technology underpinning Hyatt’s approach is the Snowflake AI Data Cloud for Travel and Hospitality, a unified data platform that enables companies to leverage their data effectively. Boyle explains that Hyatt utilizes Snowflake technology to consolidate enterprise data into a single repository.

The transition to Snowflake took two years to complete and was finalized by the second quarter of 2024. Boyle describes the shift to the AI Data Cloud as a significant milestone, as an increasing number of Hyatt employees sought access to data, which was constrained by the company’s legacy environment.

“We had to significantly enhance our computing capabilities and make some tough decisions during this transition,” he recalls. “The demand for data within the business was growing exponentially.”

“We think of data as a product, including all aspects around managing information, designing strategies and creating solutions”

Raymond Boyle, Hyatt Hotels

Boyle’s data team meticulously approached the Snowflake implementation, gradually deploying components and addressing challenges such as refactoring pipelines and redesigning security infrastructure. He acknowledges that the migration process posed significant technological and cultural hurdles.

“You can’t halt business operations during a migration of this scale,” he explains. “We had to juggle the delivery of numerous new products and capabilities while executing the migration. At times, we had to manage duplicate pipelines, requiring extensive engagement from team members throughout the process.”

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The legacy environments at Hyatt were decommissioned in August, with Snowflake now serving as the company’s scalable data platform. Boyle notes that the technology enables seamless data access for employees and streamlines information management processes.

“Snowflake empowers us to innovate rapidly and consistently drive positive outcomes over time,” he affirms. “We are launching more services, with a rapid influx of data applications into the system, and benefiting from Snowflake’s ecosystem that encourages native software development on the platform.”

Supporting business growth

Leading a 100-member data team at Hyatt, Boyle underscores the pivotal role of insights and analytics in the company’s decision-making processes.

“Data lies at the core of our operational framework,” he emphasizes. “Our CEO is actively involved in data initiatives and has spearheaded strategic efforts around AI. Data now permeates every domain and serves as a fundamental element in planning, development, and execution within the organization.”

Boyle reveals that one of Hyatt’s current data priorities is personalization. “We are focused on mapping the customer journey and leveraging AI and data to drive property recommendations, enhance search experiences, and customize content for our customers,” he explains. “Our aim is to deepen the relationship between our customers and Hyatt.”

In addition to personalization efforts, Boyle mentions the global rollout of advanced pricing optimization capabilities within the company. His team is also exploring the potential of generative AI capabilities in analytics. He acknowledges the complexity of determining whether to build or buy AI technologies and models.

“The approach will likely involve a combination of strategies, contingent on the desired outcomes, initiatives, strategic investments, and the architectural standards that the organization seeks to uphold,” he notes. “Decisions will be driven by the desired speed, impact, and architectural integrity we aim to achieve as a business.”

Looking ahead, Boyle envisions a digitally innovative data organization at Hyatt that enhances customer experiences and operational efficiency. From seamless behind-the-scenes self-service solutions to cutting-edge front-end services, he aims to propel Hyatt’s transformation through data.

“I aspire for our guests to encounter Hyatt in a personalized manner and for us to fully leverage our customer relationships,” he says. “I want to drive innovations that deepen and enrich our interactions with guests across all touchpoints, fostering trust and meaningful engagements.”

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“I also aim to enhance our operational efficiency and automation, facilitating intentional growth within the organization. I want to ensure that our business development and global expansion are more efficient, faster, and better supported by the data insights we provide,” he concludes.

Defining the data chief’s role

With a track record of leading data initiatives at prominent organizations, Boyle recognizes the pivotal role that successful data chiefs play in enabling businesses to thrive in the digital era. However, he emphasizes that this role cannot be fulfilled in isolation; effective data stewardship requires a collaborative team effort that begins at the top of the enterprise.

“The CEO or executive leadership must set the direction for AI within the organization,” he asserts. “When crafting the operational model, it is crucial to ensure clarity regarding our purpose and the strategic areas deemed critical for investment. Domain business leaders must align with this strategy and work towards creating value within their functions.”

Boyle underscores the responsibilities of digital leaders, be it CDOs, CTOs, or CIOs, in ensuring that the hardware and software infrastructure aligns with the organization’s transformational objectives. Internal and external partners play a vital role in ensuring effective and secure data publication and consumption.

“The technology stack is a linchpin for success,” he emphasizes. “Enterprise architecture, cybersecurity, privacy, and data governance specialists are integral components. By getting these foundational elements right, organizations can build robust AI services and backend data infrastructure to drive business outcomes and scale initiatives swiftly.”

Boyle’s advice for fellow data leaders is rooted in the importance of viewing digital transformation as a collective effort. “You need transformational thinkers at all levels, alongside technology partners who are fully aligned with your goals and equipped with high-quality data tools,” he advises.

“Collaboration among product management, engineering, architecture, machine learning, and data science teams is essential for swiftly delivering cohesive processes and outcomes,” he concludes.

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