Overview
Juyo Analytics offers three core products: Juyo Data Visualization for connecting multiple data sources and creating dashboards, Juyo Data Platform delivering cleaned and modelled data via API, and Juyo Embed for integrating reporting capabilities into hotel SaaS software. The platform helps hotels consolidate data from commercial, revenue, finance, and food and beverage systems into actionable insights.
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In the news
- This is a prompt worth running before your budget review rather than after it: "Show me my forecast variance by month for this year, with the biggest contributing segment for each miss." Most teams can produce the variance on its own. Far fewer can produce the cause sitting next to it, because that means joining the forecast you filed to the actuals that landed and then breaking the gap down by segment, which is a morning of work in a spreadsheet and the reason it usually never happens. It matters because of the second question you
- Over the past year, Kassandra AI has become part of how many of you run your week. Some of the best ways to use her were found by customers before we’d thought of them, and they spread the way good ideas usually do in a hotel, from one desk to the next. Our next Juyo </Decoded> Session brings that exchange into one room. The Juyo team and hoteliers who use Kassandra every day will share what works, learn what others ask and leave with prompts you’ll use tomorrow. Steal these prompts: Kassandra wins from the Juyo team and customer
- In 1974 the Hong Kong Hilton put a minibar in every room, in-room beverage sales rose 500% almost overnight, and the hotel org chart acquired a job called minibar attendant. That is the pattern our founder, Vassilis Syropoulos, traces in his latest piece, and once you have seen it you cannot stop seeing it. The passenger lift at the Fifth Avenue Hotel in 1859 created the lift operator. Edison wiring the Prospect House in 1882 created the resident electrician and eventually the whole engineering department. Statler putting a
- Two bookings land on the same night at the same ADR. One came direct, the other arrived through an OTA carrying a commission and a payment fee on top of it. Your rooms report shows the pair as identical, and the P&L will not separate them until the month closes. Closing that gap is what the net revenue analytics in Juyo are for. Gross revenue by channel, commission, payment fees and loyalty charge-outs all land against net, which answers the question sitting underneath the entire distribution conversation, namely what a room night
- This past year we have moved from being a traditional SaaS company to an AI-native one, in the product and in how we work as an organization. That shift touches everything from strategy to the tools the team uses every day, and it is far from finished. We are hiring two people into it, both fully remote within Europe. Customer Success Manager: This is not a traditional Customer Success role. It’s for someone who can move between customer, technology, data and business, helping customers solve meaningful problems, navigate
- Budget season is the worst possible moment to start a software project and the best possible moment to find out whether an answer can arrive faster. HotelGPT is built for the second one. You connect a PMS, you ask a question in the language you would use in the commercial meeting, and Kassandra AI gives you the number, how it got there and what it would look at next. There is no implementation and no seat count to negotiate, because the whole thing is a question box pointed at your own data. The questions worth bringing to it
- Every hotel group is trying to build the same thing, and most of them do not have a name for it yet. Our Founder Vassilis Syropoulos calls it a digital brain, which sounds grander than what it describes. A system that remembers the reasoning behind commercial decisions, reasons across properties, acts inside guardrails, and scores what it recommends against the plan the property is actually working to. His argument is that those four have to arrive together, because taking any one of them away collapses the compound effect. A system
- Hotel software has spent twenty years organised around whichever department bought it, which is why your revenue system has no idea what the P&L says and the P&L has no idea what pickup is doing. That was a reasonable way to buy software when you bought it one problem at a time. It stops being reasonable the moment you want an answer that crosses two departments, which is most of the answers worth having. One place holding the commercial, financial and operational picture, definitions agreed once so that a segment means the same
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