Editorial Board   Guest Author

Mr. Bush

Christopher Bush

Executive Vice President, Canyon Equity LLC

Christopher Bush has acquired broad operational and re-positioning experience in the luxury hospitality segment. A native of the UK, Mr. Bush's multi-faceted career has taken him to five countries across three continents. As Executive Vice President of Canyon Equity LLC, Mr. Bush is one of the executives who in 2005 formed the original core of this resort development and acquisition firm based near San Francisco. Mr. Bush heads up asset management for the company's six operating resorts. Canyon's properties include three Aman resorts, namely Le Melezin in the French Alps, Amangiri in Utah, and Amangani at Jackson Hole, also the Four Seasons Resort Rancho Encantado in Santa Fe, and the Jean-Michel Cousteau Resort in Fiji. Canyon Equity developed the ultra-luxury Amangiri resort (Utah) from the ground up, opening in October 2009. The resort was an immediate success and has been the recipient of innumerable awards and accolades in the short time since its opening. Mr. Bush also directs Canyon's hotel management subsidiary, Canyon Hotel & Resorts, which currently manages the Jean-Michel Cousteau Resort in the Fiji Islands. This entity is set up to take additional resorts under its management as the company expands. Mr. Bush has managed some very notable hotels and resorts including Jumby Bay in Antigua, The Stanford Court in San Francisco, Palmilla Resort in Los Cabos, Mexico, and Pinehurst Resort in North Carolina. Earlier assignments include Regional Director of Marketing for Princes Hotels, based in Los Angeles and Director of Marketing for the 850-room Maria-Isabel Hotel in Mexico City

Mr. Bush can be contacted at 415-925-8000 or info@canyonequity.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.