Aimbridge Hospitality has had a transformative year with notable leadership changes, investment in talent and enhanced differentiated service offerings aimed at driving performance and results for hotel owners. As the company builds on the momentum it has generated this year, the company remains focused on empowering its associates and GMs, expanding its collection of tools and expertise-based services, and harnessing the power of its scale leading to success across its managed portfolio.

“We are united by a shared vision to deliver superior hotel performance while deepening our relationships with our owners,” said Craig S. Smith, CEO, Aimbridge Hospitality. “Aimbridge is strategically positioned to lead the industry with a strong executive team that is hyper focused on operational excellence, innovation, and partnership. At the heart of this transformation is our investment in people—particularly our general managers, whose leadership is critical to our property teams as they deliver exceptional guest experiences that ultimately make our managed properties successful. Together, we are shaping a future where operational agility, empowered leadership, and sustained results define our success.”

Throughout 2024, Aimbridge welcomed a number of new leaders and promoted others complete its leadership team, including Smith as CEO; Eric B. Jacobs, chief global growth officer; William Davenport, CFO; Christopher Tatum, president-full service; Keryn McNamara, chief information officer; and Greg Moundas, chief legal officer.

Jacobs, who has been with the company since June, said that after the new team was in place, the leaders went on a retreat. “We came back with a very specific strategy—something that he’s used in his whole career,” he told Hotel Business at The Lodging Conference. “It is KPI, or what we call Balance Scorecards. We all have three or four things that we are going to be judged on every single day, every single week, every single month. That includes Craig.”

The scorecards are used for all team members throughout the company. “We all want discipline in our lives, but never ask for it,” he said. “Having accountability, discipline and performance-driven results brings confidence and clarity for an associate at every level. I know that I have to do these four things—not 10, not 20—every week, I’ll be successful for the company and myself. It’s simple, but we have got to be committed to take that from top to bottom.”

One area that the executive team is committed to is accessibility to its owners.

“As an executive leadership team, we are highly accessible,” Aly El-Bassuni, divisional president, enhanced select-service, told Hotel Business at The Lodging Conference. “A conference like this is a great opportunity to meet a great deal of owners that we do business with. As a team, our culture is that we are highly accessible.”

He said that the company has developed a system where the executives hold each other accountable for being in front of owners with a “defined level of frequency,” adding, “Among the executive leadership team, we are assigned specific accounts that we’ll talk to regularly and give personal service at the highest levels.”

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