At Bay Street, we’ve often argued that reputation capital should be evaluated in the same structured way as financial capital. Just as our quantamental framework moves an opportunity through NPV → IRR → AHA → BAS → LSD → BMRI → IP → Bay Score , PR campaigns must be subjected to their own funnel: sentiment analysis, conversion attribution, volatility of reach, liquidity of brand value (i.e., does it translate to bookings?), and systemic risk exposure (reliance on a single channel or influencer).

‍

We are reminded of a recent dinner with one of Europe’s leading art families, who emphasized that licensing art into hospitality partnerships is “less about the gallery wall, more about the afterlife of the brand.” In their words, “art must work as a reputational dividend.” That insight mirrors Gilliam’s thesis — a campaign is only as strong as the measurable return it produces.

‍

As Art Collecting Today observes, “Collectors do not just purchase objects; they are buying into a system of value, validation, and visibility.” In hospitality PR, the same applies: a press release is not valuable unless it moves the needle in bookings, brand equity, or loyalty signups. Similarly, Management of Art Galleries reminds us that gallery programs thrive when measured against both cultural influence and financial sustainability — a duality hoteliers must embrace when designing campaigns.

‍

Gilliam rightly points out the risks of over-reliance on AI-generated PR content, which can undermine credibility if not managed carefully. In our terms, this is a “Bay Adjusted Sharpe” problem: efficiency in generating content is meaningless if volatility in trust erodes the net return . AI should be deployed as a supporting agent — much like our Modular Moats system manages scenario stress tests  — not as a shortcut that hollows out authenticity.

‍

The quantamental takeaway is clear:

‍

• Data is the currency of credibility. Every PR initiative must be tracked, benchmarked, and reported with discipline.
• Art provides the metaphor. Just as galleries curate programs to balance vision and solvency, hotels must curate PR campaigns that enhance both brand reputation and revenue.
• AI is a force multiplier, not a replacement. It belongs in the toolkit, but governance and human judgment remain paramount.

‍

In an environment where capital markets punish opacity and consumers punish inauthenticity, Bay Street sees the future of hospitality PR as a quantifiable asset class in itself — one that can and should be scored, stress-tested, and optimized with the same precision we apply to hotel cash flows.

‍