Editorial Board   Guest Author

Mr. Lodder

Doug Lodder

Senior Vice President of Business Development, Boingo Wireless, Inc.

Doug Lodder is the senior vice president of business development at Boingo Wireless (NASDAQ: WIFI). Boingo is a leading Distributed Antenna System (DAS) and Wi-Fi provider with a vast network footprint that reaches more than one billion consumers annually in places as varied as hotels, airports, stadiums, universities and military bases. Mr. Lodder is responsible for Boingo's DAS, Offload and Wholesales businesses, where he oversees the strategy and development of Wi-Fi, DAS and Small Cell networks for the company's new and existing venue partnerships as well as the monetization of those networks through innovative partnerships with wireless carriers (DAS, Offload) and Wholesale partners (American Express, MasterCard). His teams work across the hospitality, sports and entertainment, transportation, commercial real estate and other vertical markets and are responsible for generating nearly half of Boingo's revenue. Mr. Lodder has nearly a decade of experience in managing telecommunications infrastructure in large-scale, high growth environments. Prior to joining Boingo, he was an early employee at Mobilitie where he was responsible for network strategy and the acquisition and development of telecommunications assets. Mobilitie was acquired in 2012 for $1.1 billion. Prior to Mobilitie, Mr. Lodder served in a variety of investment banking roles at Wedbush Securities. Mr. Lodder holds an MBA from the University of Southern California's Marshall School of Business and an undergraduate degree from San Diego State University. He is a sought after industry expert, frequently speaking on conference panels regarding the guest experience, connectivity and how to address the ongoing mobile data explosion with the strategic installation of DAS and Wi-Fi networks.

Mr. Lodder can be contacted at 310-689-1163 or dlodder@boingo.com

Coming up in March 2020...

Human Resources: Confronting a Labor Shortage

With the unemployment rate at its lowest level in decades (3.7%), what has always been a perennial problem for human resource professionals - labor shortage - is now reaching acute levels of concern. It is getting harder to find and recruit qualified applicants. Even finding candidates with the skills to succeed in entry-level positions has become an issue. In addition, employee turnover rates remain extremely high in the hotel industry. As a result of these problems, hotel HR managers are having to rethink their recruitment strategies in order to hire the right talent for the right job. First, hotels have been forced to raise their wages and offer other appealing perks, as a way to attract qualified candidates. Secondly, HR managers are reassessing their interviewing techniques, focusing less on the answers they receive to questions and more on observable behavior. Part of this process includes role-playing during the interview, so that the recruiter can gauge how a candidate works through specific problems and interacts with other team members. Additionally, some HR managers are also creating internal talent pools as a way to address labor shortages. Instead of utilizing department resources to find new hires with specific skills for needed positions, hotels are cultivating talent pools internally and preparing their employees to assume leadership roles whenever the time comes. They are also placing greater emphasis on a company culture that is more performance-based, as a way to curb employee turnover, increase employee satisfaction, and assure higher levels of customer service. Finally, recognizing the importance of employee retention as a way to lessen the impact of a tight labor market, some HR managers are instituting generous reward programs in order to retain their top performers. The March Hotel Business Review will explore what some HR professionals are doing to address these and other issues in their departments.