Jack Butler, Regional Vice President of Operations, Aimbridge Hospitality, was named one of HOTELS ‘TOP 10 Rising Star Award winners because of his proven performance, leadership and problem-solving skills, as well as his intangible abilities of optimism, spirit and collaboration, and he is on a rapid growth path .
Butler’s career at Aimbridge began in 2005 when he started as a breakfast host and was promoted for the first time in just two months. Until 2010 he was General Manager for the Fairfield Inn & Suites Canton in Ohio and since February 2017 he has been responsible in his current position for the turnaround and the expansion of the market share in his region for a portfolio of 14 hotels in Ohio.
Despite the challenges of 2020, his hotel region’s roll-up performance in the Revenue Generation Index increased 8.6%, and his region remained positive every month throughout the year. Butler’s strategic planning saved him a total of $ 6 million in budgeted expenses on a 50% flow. Through June 2021, his hotel region had increased total revenue versus budget by more than $ 600,000 and GOP versus budget by more than $ 800,000 with an average flow-through of 137.5%. Even under the current market conditions, 12 of its 14 hotels had a RevPAR index of over 100%.
Butler also enrolled four people on Aimbridge’s apprenticeship program with the AHLA Foundation to build a pipeline of future assistant directors and operated with a management turnover rate of only 15%.
A natural problem solver, Butler isn’t afraid to roll up your sleeves to get the job done. This included regularly transporting housekeepers between markets, jumping into clean rooms yourself or taking over desk shifts during the work crisis. He’s also heeded calls from colleagues to help out in emergencies, such as when he was traveling to Cleveland, Ohio to evacuate guests from another property in Aimbridge during a riot weekend and then to stay for the remainder of the weekend to help.
HOTELS contacted Butler to ask him some career questions and advice for young hoteliers
HOTELS: What was the biggest finding from your recent experiences?
Jack Butler: How to adapt. The landscape has changed, especially in terms of staffing. It was crucial to be more flexible in all areas. My values and principles have stayed the same and I have learned to think more flexibly when solving problems.
H: What is the best professional advice you have ever received?
JB: Adjust slowly and fire quickly. We need to make sure we’re hiring the right people and asking the right open-ended questions before we hire them. When we have a team member who is not committed to the values and mission, you need to clearly communicate what behaviors need to be changed. If after constant coaching they are still not engaged, it is important to take action as an unmotivated team member can quickly ruin morale.
H: What is your next professional goal?
JB: I really enjoy my current role and the team of great GMs I work with every day. However, it would be great to take on the role of Vice President at some point.
H: What was your most important professional experience and what did you learn to advance your career?
JB: Management through the 2008/2009 financial crisis. It was my first year as a leader and it taught me to be resourceful and ultimately prepare for the current challenges we face today.
H: What is your best advice to young hoteliers looking to grow careers and increase potential opportunities?
JB: Do more than what you are paid to do. Take on additional tasks. Ask about them if they are not offered to you. Remain persistent until you get that extra responsibility. This will help you be ready and more marketable for the next role.
H: What are you reading right now?
JB: Atomic Habits by James Clear and The Inner Game of Tennis by Timothy Gallwey.
H: What does the hotel industry have to do better in order to improve its image as an employer and a career choice?
JB: The opportunity for professional development makes the hospitality industry very attractive. However, we have to prove that we can offer a good work-life balance. There are times when long hours are required, but this may not be the norm. Provide as much support and resources as possible to leaders.
