Eight years ago two former Wyndham Hotel presidents, Les Bentley and Dave Johnson, started Aimbridge Hospitality. They are now, respectively, chairman and president/CEO of the management company.

Aimbridge, which started with eight hotels its first year, now has 75 hotels, 16,000 rooms and $500 million in revenue under management. It operates hotels in 22 states and the Caribbean. Most fall under the Hilton, Hyatt, Marriott and Starwood umbrellas.

The company works with a number of financial partners and carries an ownership position in 75 percent of the hotels it operates.

Resorts are an increasing focus in the company’s portfolio with a new resort division launched last year. To expand its position, Aimbridge is currently in talks about five deals in the Caribbean.
Dave Johnson recently talked to Lodging Hospitality about the company’s growth.

What makes Aimbridge different as a management company?
There are three key points that really differentiate Aimbridge. First, our two principals, Les Bentley and myself came up through the ranks as operating guys, not finance or real estate. We eat, breathe and sleep operating and have all of our careers.

Second, we used to be brand guys. We have phenomenal relationships with brands because we sat on their side of the table. Having been with a brand we appreciate what’s important to them. Knowing how to be great partners with the brands has given us an edge.

To say we are top line focused would be an understatement. We are revenue fanatics.

What does Aimbridge do to maximize rates at the properties it manages?
First and foremost we have a centralized revenue management function that analyzes each market, each asset, and puts a plan in place that allows us to maximize our occupancy rate. If it’s a branded asset, we insure that we’re utilizing all the brand resources to their fullest. And, finally, we are very highly focused on our direct sales initiatives at the property.

What are Aimbridge’s plans for growth?
We want to grow smart. Our organization today is about two-thirds full service, one-third select service. We like that mix. While I would call us aggressive, we want to continue to do good deals.

In our current pipeline, we’re chasing about 25 different transactions. I’d expect us to close 10 to 12 hotels before the end of the year. We’re looking in the top 25 cities and the Caribbean at deals that are broken. By broken I mean undercapitalized and/or mismanaged or in need of a brand change.

What are the biggest challenges Aimbridge faces?
The past two years, 2009 and 2010, were extremely difficult on our industry, in general, and our companies. We were fortunate that we didn’t have to eliminate jobs in our corporate office. We eliminated 200 management positions in our hotels and required all of our employees and managers to work a little bit harder and smarter.

Going forward, the economy continues to concern everybody because the travel industry is so closely tied to consumer spending. We continue to monitor, all the time, how our government is supporting the travel and meetings industry or getting in the way of us being successful.

That said, how do you feel about the new national Corporation for Travel Promotion created to brand the United States?
I’m extremely encouraged and excited about the Corporation for Travel Promotion. I’m disappointed that it took us this long to realize the impact that travel has on our economy and job creation, but I’m ecstatic that we’re starting to focus and change public opinion of the importance of marketing. I wish more in our industry would get behind this initiative.