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HOTELS: As brand companies continue along an asset-light path, owners are increasingly relying on third-party managers across all business segments. What should owners prioritize when selecting an operating partner? O’ Donnell: The key word is“ partner”— that means mutual success and shared objectives. As an owner, I would first look for a management company that demonstrates a true partnership mentality rather than just a transactional relationship. Consistency in results is equally important. You want predictable returns and confidence that your management partner will deliver on their commitments. A partner like Aimbridge brings established market knowledge, operational systems and support that help owners ramp up quickly and operate with confidence. Our approach centers on building long-term partnerships with a clear focus on sustainable growth and consistent performance. A strong management partner should demonstrate strategic clarity, operational rigor and a history of delivering value for ownership groups.
Chris O’ Donnell, president, select service division, Aimbridge Hospitality
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HOTELS: Franchise systems put operators on the front lines of delivery. Where do you see alignment working well between owners, brands, and operators and where does the model still create friction that needs to be addressed? O’ Donnell: Our commitment is to serve as the bridge that makes these threeway partnerships function effectively. We need to be on the front lines, deeply understanding brand systems and providing real-time feedback and strategic guidance to all stakeholders. We integrate data from brand systems into our broader performance metrics and present it in a format that’ s actionable for owners, eliminating the need for them to piece together information from multiple sources. Owners should expect their management company to have strong partnerships with brands. Not just managing properties under those flags but having meaningful input into future brand direction and strategic decisions. At Aimbridge, we maintain strong relationships with all major brands and participate in industry conversations that shape the future of hospitality. We always advocate for our owners’ interests while ensuring brand standards are exceeded. The most successful model occurs when all three parties— owner, brand and operator— are aligned on objectives and working collaboratively toward shared success. |
In New York, Aimbridge manages voco the Franklin New York by IHG.
The Canopy by Hilton Dallas Frisco Station, part of Aimbridge’ s select service portfolio.
HOTELS: Technology and AI are prominent topics across hospitality. How is Aimbridge approaching innovation, particularly around labor management and operational efficiency, and where do you see the most practical opportunities for improvement at the property level? O’ Donnell: Aimbridge has been at the forefront of the technology and automation evolution in hospitality. Much of our focus centers on how customers make buying decisions and the impact AI will have on it. AI will play an increasingly significant role and companies that adapt will have a competitive advantage. We’ re using AI to better understand the complete guest journey from arrival through departure, utilizing automation
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to respond more quickly and provide enhanced service. For example, automated responses to routine guest requests free up our team members to focus on direct guest interactions rather than administrative tasks. The most practical opportunity I see relates to how customers search for hotels today. Travel has become more experiential; instead of choosing accommodations first and then planning activities, travelers envision their desired experience and view the hotel as a part of that complete picture. While technology continues to evolve and AI becomes more integrated into our operations, hospitality will always fundamentally remain a people business. The authentic human connection is what makes hospitality unique. |
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Jan / Feb 2026 hotelsmag. com 65 |