TPG Hotels & Resorts has welcomed back Patrick Short to its executive team, marking a return to the management company where he began his career. He has been named president/COO after previously serving as VP, operations in his previous stint with the company.
Short said the timing was right for a reunion with the company, which he credited with playing a key role in his early professional development. “I’m beyond excited,” he told Hotel Business. “TPG gave me experience in multiple states and became the first true professional management company I worked for. I learned a lot during that time. Even when I left for career growth, the relationships I built here remained strong.”
Since his last tenure, TPG has undergone significant expansion. “They’re probably 40% bigger than when I was here before,” Short said. “What interests me most, though, is what hasn’t changed. The company remains stable, with leaders who’ve been here for 20 or 30 years. That speaks volumes about the kind of place TPG is.”
Short noted that his role will focus heavily on supporting TPG’s growth strategy, especially in third-party management. “I know how strong this team is and how much value we can deliver for third-party owners,” he said. “Growth isn’t just about adding properties—it’s about showing what we can do culturally, operationally and financially.”
He added that his leadership will emphasize three priorities: culture, an asset-by-asset approach and organizational structure. “I lead by culture,” he said. “I believe in the service profit chain, where culture translates into performance and profitability. We’ll also make sure every property is managed based on its specific story and goals, whether it’s a short-term hold or a legacy asset. And we’ll ensure our teams have the right resources to do their jobs effectively.”
Looking at the broader hospitality landscape, Short acknowledged challenges such as labor shortages, high debt costs and pressure on rate growth. But he remains optimistic. “There are always industry headwinds, but the companies that respond quickly and stay disciplined will succeed,” he explained. “I’m very competitive, and I want our company to be the best at navigating these challenges.”
Technology and talent development are also on his radar. “AI has potential, but it can’t replace expertise and experience—it should support them,” he said. “At the same time, we need to invest in the next generation of leaders. Developing talent is critical to long-term success.”
Ultimately, Short said he wants his return to TPG to be defined by culture, performance and strong relationships with owners. “We will be best-in-class in culture and performance,” he said. “I want owners to view TPG as easy to do business with and to keep coming back because they know we’ll do right by them. And along the way, we’re going to have fun. Running hotels should be enjoyable, and we can’t lose sight of that.”
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Source: hotelbusiness.com
