Editorial Board   Guest Author

Mr. Byers

Brett Byers

National Client Manager - Energy Services, AEI Consultants

Brett Byers, CEM, CMVP, is National Client Manager - Energy Services at AEI Consultants. Mr. Byers specializes in Energy Audits, Capital Planning, Capital Needs Assessments, Technical Review, and Training. At AEI, he is responsible for managing energy audits and other energy service projects and the resources selected to conduct them. Mr. Byers has over 25 years of experience in evaluating building systems, identifying problems and corresponding favorable solutions.  

His work in energy has been applied in a variety of venues including: HUD RAD, GPNA, 223, 223(f), LIHTC, K-12 and Higher Education Facilities, Department of the Interior Agencies, State Governments and Local Municipalities, Correctional Facilities, Commercial Real Estate, Multifamily Facilities, ASHRAE Level I, II, and III audits, thermography, and energy modeling.

AEI Consultants is an employee-owned international consulting firm that provides comprehensive services to professionals in nearly all facets of the commercial real estate industry, including lenders, property owners, managers, tenants, and developers, industries, institutions, government agencies, and insurers, including many Fortune 500 companies. These services include environmental, property and facility assessments, zoning and energy consulting, site investigation and remediation, industrial hygiene, and construction risk management.

AEI is a true partner to its Clients, from initial due diligence, to creative solutions, to ongoing analytics for capital planning. AEI continues to develop new services by listening to Clients and fulfilling their precise needs. Founded in 1992, AEI is based in the San Francisco Bay Area with offices across the United States and Europe. 

Please visit http://www.aeiconsultants.com for more information.

Mr. Byers can be contacted at 800-801-3224 or bbyers@aeiconsultants.com

Coming up in March 2019...

Human Resources: An Era of Transition

Traditionally, the human resource department administers five key areas within a hotel operation - compliance, compensation and benefits, organizational dynamics, selection and retention, and training and development. However, HR professionals are also presently involved in culture-building activities, as well as implementing new employee on-boarding practices and engagement initiatives. As a result, HR professionals have been elevated to senior leadership status, creating value and profit within their organization. Still, they continue to face some intractable issues, including a shrinking talent pool and the need to recruit top-notch employees who are empowered to provide outstanding customer service. In order to attract top-tier talent, one option is to take advantage of recruitment opportunities offered through colleges and universities, especially if they have a hospitality major. This pool of prospective employees is likely to be better educated and more enthusiastic than walk-in hires. Also, once hired, there could be additional training and development opportunities that stem from an association with a college or university. Continuing education courses, business conferences, seminars and online instruction - all can be a valuable source of employee development opportunities. In addition to meeting recruitment demands in the present, HR professionals must also be forward-thinking, anticipating the skills that will be needed in the future to meet guest expectations. One such skill that is becoming increasingly valued is “resilience”, the ability to “go with the flow” and not become overwhelmed by the disruptive influences  of change and reinvention. In an era of transition—new technologies, expanding markets, consolidation of brands and businesses, and modifications in people's values and lifestyles - the capacity to remain flexible, nimble and resilient is a valuable skill to possess. The March Hotel Business Review will examine some of the strategies that HR professionals are employing to ensure that their hotel operations continue to thrive.

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