Aimbridge Hospitality Expands Global Leadership Team With Hiring of Ian Mcauley as President, Canada

Seasoned Hospitality Professional to Lead Development for Aimbridge Hospitality's Canadian Portfolio

USA, Dallas, Texas. February 28, 2019

Aimbridge Hospitality, the largest and most recognized hotel investment and management firm in the United States, announces the appointment of Ian McAuley as President, Canada.

McAuley joins Aimbridge with more than 30 years of experience in the hospitality industry in both Canada and the United States. Most recently, McAuley served as the President of American Hotel Income Properties REIT LP, Canada's largest publicly-traded hotel company with 112 hotels located throughout the United States.

In his new position, McAuley will play a key role in fostering new international joint venture opportunities, as well as working in tandem with capital partners, lenders, brokers and brands. He will also be responsible for identifying all acquisition, management and development activities for Aimbridge Hospitality's Canadian portfolio.

"Ian's unparalleled experience in the hospitality industry will be a huge asset for Aimbridge as we continue to expand our Canadian portfolio," said Dave Johnson, Chairman and Chief Executive Officer of Aimbridge Hospitality. "We are excited to add Ian's strategic mind and proven track record of success to our leadership team during this pivotal time of growth for Aimbridge."

Prior to his position with American Hotel Income Properties, McAuley served as the President and CEO of Continuum Health Care Holdings for four years. During his time with Continuum Health Care, he led the transformation of the company by establishing and implementing a new strategic direction, including the improvement of operational performance and the enhancement of shareholder value. In 2000, McAuley co-founded Superior Lodging Corp, one of Canada's largest hotel developers of more than 135 limited and select-service hotels.

McAuley served as the former Director of the Hotel Association of Canada. He has been a multi-time finalist for the Ernst & Young Entrepreneur award, as well as the co-recipient of the Canadian Hotel Industry Entrepreneur of The Year.

For more on Aimbridge Hospitality, please visit www.aimbridgehospitality.com



Ian McAuley
/ SLIDES

About Aimbridge Hospitality

Media Contact:

Amy Wood
Account Coordinator
MCA Group
T: 214-654-0402
E: amy@mcaprgroup.com
W: http://www.hhmcaprgroup.com

Subscribe to our newsletter
for more Hotel Newswire articles

Related News

Choose a Social Network!

The social network you are looking for is not available.

Close
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.