TRENDING
is a necessary strategic layer for Aimbridge now as we elevate our operational excellence and realize opportunities ahead on a global scale … As we begin to see an uptick in the overall development pipeline , it is clearly the right time for Allison to join Aimbridge .”
Reid brings more than 35 years of hospitality leadership experience to Aimbridge , having also served as senior vice president of North America development at Starwood Hotels and Resorts Worldwide . She began her career as an assistant controller with ITT Sheraton Corp . at the St . Regis in New York and held roles with the Sheraton Grand in Los Angeles , Interstate Hotels , W Hotels , and W Hotels Worldwide .
Now she takes on a newly created role at Aimbridge to further take advantage of its global opportunities and sit on top of all the various development groups , showcasing the group ’ s capabilities to owners and investors . “ It ’ s a big management company , and there ’ s an opportunity to craft that story , focusing on what we ’ re really strong at , and then grow the business – grow profits for owners and investors , opportunities for our people , and obviously grow the number of hotels we manage ,” Reid said .
Reid wasn ’ t ready to start talking growth numbers but said her initial focus will be on understanding the people , the processes , and the data and statistics surrounding the opportunities and value propositions . She also wants to talk to the ownership community about what they like about Aimbridge , where it can improve and how Aimbridge can make them look good . “ We ’ re constantly trying to figure out how we can improve all of those things ,” Reid said .
When asked what her broader message to the industry is right now , Reid said believing in the good outweighing the bad . “ I believe that with focus and discipline and hard work , we can accomplish whatever we set ourselves out to do ,” she said . “ My role at Aimbridge is to help lead the growth of the company and that has to be done through people – there ’ s no other way .”
Her internal message : “ Here ’ s what I ’ ve done in the past , here ’ s the people I ’ ve worked with . I ’ m pretty much an open book . I believe that people get paid a salary , and they should work hard . And we should also be compassionate to what ’ s going on in people ’ s lives and world .”
Externally , Reid reinforces the need to believe in her product and the fact that “ the person that I ’ m having a negotiation with can trust me and feel good that I really want him or her to be successful … I will have a truthful conversation with you about my background in real estate investment , which is what matters most to the person with whom I ’ m negotiating … It doesn ’ t mean every deal works out 1,000 % — whether it ’ s buying a hotel or selling a deal , but the intent is to make sure that we ’ re trying to figure out how to do this together and to make both of our companies or individuals successful .”
In closing , Reid , who is excited to be on the other side of the table working with the hotel brands of the world , said , “ don ’ t overcomplicate things . I always say , ‘ the hotel industry is not complicated ; it ’ s complex .’ There are a lot of moving parts , each one of those individually is easy to understand . But putting them all together is where the magic really happens . So , understanding how each one of these pieces works together is critical to the overall success of whatever you ’ re trying to do .”
IT ’ S A BIG MANAGEMENT COMPANY , AND THERE ’ S AN OPPORTUNITY TO REALLY CRAFT THAT STORY , FOCUSING ON WHAT WE ’ RE REALLY STRONG AT , AND THEN GROW THE BUSINESS – GROW PROFITS FOR OWNERS AND INVESTORS , OPPORTUNITIES FOR OUR PEOPLE , AND OBVIOUSLY GROW THE NUMBER OF HOTELS WE MANAGE .
- ALLISON REID
28 hotelsmag . com September 2022