Editorial Board   Guest Author

Mr. Manley

Christopher Manley

Chief Operating Officer, Stonebridge Companies

Chris Manley joined Stonebridge Companies as Chief Operating Officer in January 2015. Stonebridge is one of the premier hospitality development and management companies in the United States. Stonebridge’s current portfolio entails 58 hotels with more than 9,000 rooms nationwide and 3,000+ team members. This diverse listing of properties includes select-service, extended-stay, mid-scale and full-service hotels in markets throughout the U.S. We hold franchise licenses with Hilton Worldwide, Marriott International, Hyatt and InterContinental Hotel Group.

Stonebridge’s mission is to provide Distinguished Hospitality™ through the four key components of our mission statement: service, relationships, careers and results. Our core values are what drive our company. We strive to create a respectable, stable, and enjoyable workplace, to conduct our business with integrity, to recognize and celebrate our innovative associates, to uphold quality standards, to provide unparalleled service, and to support the communities in our back yards.

Mr. Manley is also a board member of the American Hotel & Lodging Association (AHLA), the sole national association representing all segments of the U.S. lodging industry. He also serves on Marriott’s franchise advisory committees for the Renaissance and Aloft brands.

Prior to joining Stonebridge Companies, Mr. Manley spent 15 years at The Pauls Corporation, a real estate investor developer across multiple asset classes. He was president of the real estate services company and Chief Financial Officer/Chief Accounting Officer for the entire organization.

Mr. Manley received his master’s degree in professional accounting and bachelor's degree from the University of Texas in Austin.

Mr. Manley can be contacted at 303-785-3100 or cmanley@sbcos.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.