Meet Kelly!
Kelly Ann Peck is the Founder of Revenue Cadence and a Fractional Chief Revenue Officer specializing in revenue growth strategy for hospitality businesses. She partners with venues, caterers, and event rental companies generating $5M–$40M+ in revenue to stabilize sales performance, align marketing and revenue strategy, and build scalable systems that drive predictable growth.
Kelly is a three-time business owner and has spent more than a decade operating as an entrepreneur and revenue leader within the hospitality industry. She previously founded Emerson Reese Creative, a consulting and coaching company serving hospitality entrepreneurs, which was successfully acquired after just three years of growth.
She brings more than two decades of hands-on experience inside the hospitality industry. Kelly began her career in operations, holding a dual role as General Manager and Executive Chef for a catering company before serving as Director of Catering at private club venues and later as a Business Development Executive for a national event rental company. This diverse background gives her a deep understanding of the operational realities hospitality businesses face from food cost and labor pressures to service execution and revenue performance.
Today, Kelly partners with hospitality leadership teams as a Revenue Growth Strategist, helping organizations strengthen sales teams, refine pricing strategy, and align marketing efforts with revenue outcomes. Across her career, she has contributed to more than $30M in revenue growth and helped clients generate over $60M through improved sales structure, pricing strategy, and leadership alignment.
Through her speaking and consulting work, Kelly helps hospitality leaders rethink how marketing, sales, and pricing work together to create consistent revenue and sustainable growth.
Workshop Session:
Your Costs Went Up. Your Pricing Didn't: Let's Get Clear on What Every Date Is Worth.
Most venue pricing isn't a strategy. It's a history, numbers built years ago from a competitor's website or what felt safe, adjusted slightly each year and never rebuilt. Meanwhile the cost of keeping the doors open has climbed and isn't coming back down, from labor and utilities to insurance and maintenance.
And this matters more for venues than anyone else in hospitality, because you can't sell your way out of a pricing problem. A caterer can add another event. A planner can add another client. You cannot make more Saturdays. Every venue owner knows Saturday is the premium date, Sunday is second, and Friday is third. After that the calendar drops off a cliff, and most venues have no pricing strategy below the top three, just a discount they apply when someone asks.
That's backwards. Saturday should be priced for what it's worth, not defended with incentives. Sunday is where most venues leave the most money on the table. And the dates below the top three shouldn't be discounted at all. They should be a different product, with different inclusions, different terms, and a different buyer. In this session, Revenue Cadence founder Kelly Ann Peck rebuilds venue pricing tier by tier, from the premium Saturday down to the midweek and off-season dates most venues have given up on. Not "charge more," actual math. Kelly brings 28 years inside venues, rentals and catering operations as a General Manager, Executive Chef, and Director of Catering before her current work as a fractional CRO, so this is pricing taught from the operations floor. Attendees run their own calendar in the room and leave having made a pricing decision and also the amount of revenue needed to book based upon their goals.
Presentation Takeaways:
Learn what a booked date actually costs to deliver, including the fixed overhead and labor most venues never fully allocate per event.
How to build a defensible tier structure across Saturday, Sunday, Friday, and everything below, priced by demand and date value rather than a percentage off the top rate.
How to convert dead inventory into a different product rather than a discounted one, and what discounting a premium date truly costs once the lost date is counted.
How to raise pricing without losing the market: sequencing, communicating, and holding the number when it gets tested