Case Study: Revitalising Revenue — Radisson Blu Durham’s Growth Story
When Radisson Blu Durham embarked on a £5 million refurbishment, it wasn’t just the hotel interiors that were being reimagined, its approach to revenue management was too. Former Radisson Revenue Manager turned Consultant, Sarah Thompson, has come full circle, helping the hotel deliver exceptional financial results during one of its most transformative periods.
Q: Sarah, you’ve got quite a history with the Radisson Blu Durham – can you tell us a bit about it?
A: I first joined the hotel back in 2009 as Revenue Manager, and I spent four really valuable years here before being made redundant in 2013. That moment actually became the starting point for my business. I set up my own revenue management consultancy Octopus Revenue, soon after. So, to now be working with Radisson Blu Durham again, this time as a client, really feels like things have come full circle.
Radisson Blu Hotel in Durham city centre
Rejoining as a trusted partner
Q: How did the partnership come about this time?
A: The hotel took the decision to move away from the Radisson revenue centre and bring revenue management back in-house. Because of my previous experience here, I already knew the property, the team, and the market really well. It’s been great to rejoin as an external partner but still feel like part of the team again.
Q: What’s been the focus since coming back on board?
A: The first priority was to align the revenue strategy with the hotel’s wider transformation. With the refurbishment underway and new ownership driving investment, we had an opportunity to reset, refocus, and capture new demand in both leisure and corporate markets.
Transforming the guest experience
Radisson Blu Durham’s £5 million investment programme has already delivered significant results, with over 80 premium bedrooms refurbished and record trading months achieved.
"It’s about elevating the guest experience without losing our Durham soul," says Stuart Lloyd, General Manager. "The response to the new bedrooms has been fantastic; they’ve helped us attract more bookings and deliver even greater comfort."
Refurbishment, which began in 2023, has focused on public areas and premium upgrades, including the creation of Jozef’s bar and restaurant. The second stage centred on the premium bedroom upgrades, from executive rooms featuring new cosy beds and high-spec bathrooms to a décor refresh across multiple floors. Uptake for the £30 premium room upgrade has surged, reflecting a growing appetite for thoughtful design and comfort.
The stylish new Jozef's Bar inside Radisson Blu
Delivering results
Q: What kind of results have you seen since taking on revenue management?
A: We’ve seen really encouraging growth. Q3 delivered positive results in room revenue, and Q4 is tracking to achieve similar uplift. That’s been driven by stronger average rates and higher occupancy, particularly in the newly refurbished rooms.
Q: What’s driving that growth?
A: It’s the combination of the hotel’s investment, its brand strength, and the renewed focus on localised revenue strategy. We’ve seen increased demand in meetings and events, too, with the revamped hotel being used more frequently for national conferences and corporate stays.
Looking ahead
With refurbishment continuing into 2026, Sarah, Stuart and the Radisson Blu team are planning for sustained success with plans in discussion to further elevate the property as a first-class leisure and events destination in the North.
"We’re aligning the revenue strategy with every phase of the investment," Sarah explains. "With more upgraded rooms and growing brand awareness, we’re in a strong position for another positive year." For Sarah, the collaboration is as personal as it is professional. "I have a lot of affection for this hotel and the team. To see it thriving again, and to be able to contribute to that success, feels like things have come full circle - but better than ever."
For revenue management consultancy for your hotel or hospitality business, get in touch.
