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As Hotel Bookings Ramps Up, How are Properties Attracting Talent?

Driven by consumer desires for new experiences, innovative technologies and environmental impacts – travel is changing. Host Sarah Dandashy explores the technologies and logistics that power travel and the brands that build unforgettable experiences.   On this episode of Say Yes To Travel, I talk to Adam Bussell, the General Manager of The LINE In Austin. I…

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Driven by consumer desires for new experiences, innovative technologies and environmental impacts – travel is changing. Host Sarah Dandashy explores the technologies and logistics that power travel and the brands that build unforgettable experiences.

On this episode of Say Yes To Travel, I talk to Adam Bussell, the General Manager of The LINE In Austin. I have been interviewing hospitality professionals from around the world who have been fighting to stay afloat during the pandemic, talking about the past year and where the hospitality industry goes from here.

This week’s guest is special because Adam used to be my boss at The London West Hollywood. When I first applied for the job, he passed on me, but he finally wised up and hired me. After giving him a hard time, I talked to him about The LINE, a boutique hotel in Austin, Texas.

Adam dove into his storied career, which has included working at some pretty cool hotels. He started modestly working as a bellman, then at the front desk, as he rose the ranks into a night manager at the Mondrian Hotel in West Hollywood. During this time, the hotel’s bar, The Skybar, was at its peak. To say it was wild would be an understatement.

“Honestly, that was the best thing to happen to me because that was the hardest job I’ve ever had,” he said.

Maybe it was his youthfulness, but he didn’t realize how crazy the night shifts were at the hotel until later. Some of the best stories and memories he has of working at hotels occurred during that period. None of his experiences to date have compared.

“My top ten hotel stories, however you want to look at them, best or worst, happened during that time,” he said.

In a career that has spanned from Hollywood to New York, to Las Vegas, he landed in Austin in the summer of 2019. The LINE Hotel started in Los Angeles, with another in Washington, D.C., and they plan on opening one in San Francisco next year. What makes The LINE Austin unique is that it’s large for boutique hotels. There are large rooms and conference space for meetings.

The LINE Austin is housed in a former Radisson. They updated the hotel and added a bar and meeting space. Of the 400 rooms, 100 of them are suites.

When the pandemic hit, it crushed Austin. The shutdown happened during March, which is when it’s the Austin hospitality industry’s busiest month. But, with the cancellation of SXSW, the future was uncertain. The LINE Austin was able to reopen Memorial Day weekend in 2020, but with rising cases, they faced additional restrictions and shutdowns during the summer.

Adam shared more of his experience overcoming the pandemic and what they plan to do in the future.

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More Hospitality Insights

If a competitor's move triggers your rate change, that is market-based pricing, not dynamic

If a competitor's move triggers your rate change, that is market-based pricing, not dynamic

Lighthouse writer Joe Hanly published a ten-strategy hotel revenue management guide on Hotel News Resource on September 8, ranking real-time dynamic pricing first. Its most useful content is a test: a hotel whose rate changes mostly follow a competitor's move is running market-based pricing, whatever it is called internally. A companion explainer says audit the compset and rate plans first.

  • 01Market-based and dynamic pricing both watch competitors; the line Lighthouse draws is whether a competitor's rate is the trigger or one input alongside local events, booking pace and market trends.
  • 02Properties that have gone years without a structured rate-plan review often carry more active plans than anyone tracks, and those legacy floor rates and stay restrictions sit under any pricing engine layered on top.

Sep 18, 2026

STR: Summer 2025 was the weakest in four years

STR: Summer 2025 was the weakest in four years

STR said summer 2025 was the weakest U.S. hotel summer in four years: as of an Aug. 22 weekly report (with two weeks left), hotels had sold 1.4 million fewer room nights than summer 2024 and top 25 market weekday RevPAR was down 2.3% in mid-August. STR said business travel plateaued while leisure held up weekends. Hotel Dive reported widespread U.S. RevPAR growth in Q1 2026, making 2025 the comparison base.

  • 01Weekday performance is a key read on business travel: in the week ending Aug. 16, 2025, top 25 market weekday RevPAR fell 2.3%, per STR; in that same update, non-metro and rural areas posted a 0.7% full-week RevPAR gain.
  • 02The 2025 demand loss was concentrated, not spread evenly: STR traced 45% of the economy-class decline to 10 markets, with Houston and Las Vegas alone near a quarter of it, so a national average can hide a very different local picture.
  • 03The gap between occupancy on the books and occupancy actually realized, flagged by CoStar in Las Vegas, Houston, Philadelphia and Orlando in June 2025, is a sharper thing for a revenue manager to track than headline RevPAR.

Sep 18, 2026

Aimbridge's LIFT tool flags hotel staffing gaps before the financials do

Aimbridge's LIFT tool flags hotel staffing gaps before the financials do

Aimbridge Hospitality has rolled out LIFT, an in-house labor tool, portfolio-wide. It puts forecasting, scheduling and on-floor actuals into one view, and pilot hotels saw the largest productivity gains in housekeeping and laundry. For owners, Aimbridge positions it as a way to spot staffing variance sooner than waiting for month-end financials.

  • 01Hotel Business describes LIFT as a proprietary tool that Aimbridge has launched across its own portfolio, which turns labor analytics into a point of comparison between third-party operators.
  • 02Housekeeping and laundry were where pilot hotels saw the biggest productivity gains, which suggests demand-driven scheduling tools have the most room to act in departments where daily workload swings with occupancy.
  • 03Aimbridge has not published numeric pilot results; the signal to watch is whether it releases labor-cost or GOP flow-through figures from the full rollout, which would give owners a real benchmark.

Sep 17, 2026

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