PAULA BABEI

“I BUILD CLIENT RELATIONSHIPS BY PUTTING IN THE HARD WORK TO UNDERSTAND THEIR OPERATIONS AND PRIORITIES.”

“Understanding how each hotel operates is non-negotiable for me. I listen first. I want to know what matters most to the team, how the hotel runs day to day, and where the pressures are. That understanding lets me provide relevant insight and build trust from the start.”

“One example of this was when I built a relationship with a general manager. At first, there were challenges. But by explaining P&Ls clearly, staying responsive, and showing genuine understanding of their world, I earned their trust. That relationship worked because it was built on effort, clarity and shared goals.”

MAKING THE P&L MEAN SOMETHING

“The most satisfying part of my role is using management accounts to give hotel teams real insight. When they truly understand their P&L, they can make better decisions. Seeing that understanding translate into improved performance makes the work feel very real and very worthwhile.”

FIXING THE FOUNDATIONS

“I recently worked with a hotel that had messy historic accounts. Supplier balances and prepayments weren’t properly reconciled, which made reporting unreliable. I reviewed prior entries, corrected errors, and put a clear reconciliation process in place. The result was accurate records, cleaner month-end reporting, and far more confidence in the numbers.”

VALUE THAT’S FELT

“The greatest compliment I’ve received was a client saying, ‘I wish there were more of you!’ Knowing that my work genuinely helps their hotel run better is incredibly rewarding.”

CLARITY IN A FAST-PACED ENVIRONMENT

“One of the biggest challenges in hotel accounting is keeping management accounts accurate when everything moves so quickly. I stay detail-focused, work closely with hotel teams, and communicate clearly. Accuracy matters, but clarity is what makes the numbers useful.”

MORE THAN JUST NUMBERS

“There’s a misconception that hotel management accounting is just about crunching numbers. In reality, it’s about understanding operations, people and performance. The numbers only matter if they help teams take action.”

STRENGTHS THAT SUPPORT PERFORMANCE

“I bring deep hotel experience, accuracy, and clear communication to AAB. I understand how hotels operate, and I use that insight to turn management accounts into practical advice that supports better decisions.”

LOOKING AHEAD

“I’m keen to build my skills in technology, data analytics and reporting automation. Improving how information is presented and accessed will only make insights stronger and more useful for hotel clients.”