Editorial Board   Guest Author

Mr. McSherry

Brian McSherry

Chief Operating Officer, M&R Hotel Management

Brian McSherry is responsible for growing the M&R Hotel Management portfolio, bringing new hotels into the system, ensuring the performance of all managed hotels, directing the senior leadership team and serving as chief company spokesman and liaison with the company’s owners.

A 37-year lodging industry veteran, he has served major brands, including Marriott, Hilton and Wyndham, in senior leadership roles, overseeing both full- and limited-service hotels in the United States, Mexico and the Caribbean.

Mr. McSherry previously was vice president, operations, for Stonebridge Companies, a hotel management company in Englewood, Colorado. In that role, he oversaw the company’s properties in four states and the ground-up development of two hotels in Manhattan.

From 2009 to 2012, he was regional vice president for Concord Hospitality Enterprises Co., a hotel development and management company in Raleigh, North Carolina. He supervised the company’s largest portfolio, including hotels in eight states that generated more than $125 million in annual sales.

Mr. McSherry came up through the ranks in food and beverage and served as general manager of hotels operated by Interstate Hotels & Resorts, Meid Enterprises, Columbia Sussex Corp., Regal Hotels International, Marriott International and Hilton Worldwide.

He earned a Bachelor of Science degree in hotel management and associate degree in culinary arts at Johnson & Wales University, Providence, Rhode Island, and a master of business administration degree in global management at the University of Phoenix, Arizona.


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

Mr. McSherry can be contacted at 516-279-4888 or info@mrhotelgroup.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.