For David McBean, General Manager of Watermark Beach Resort, a 25-year career in hotels stems from a passion for international connections. Having travelled to over 60 countries and being fluent in four languages, David brings a global perspective to his hospitality leadership in the South Okanagan.

Throughout his career, David has led operations at major properties such as Delta, Sun Peaks Grand, and Spirit Ridge. Along the way, he built a reputation as a problem-solver who excels at fostering efficient processes while keeping the big picture in mind. He also holds an International Sommelier Guild accreditation, but his true focus is on empowering people.

David is a firm believer in providing the best training and resources to support strong customer service skills and deliver a memorable guest experience. Driven by a dedication to the continuous improvement of his staff, he has proudly used this philosophy to work with and train the outstanding leaders who shape the hospitality industry. David recently joined the BC Hotel Association Board of Directors, bringing his operational expertise and industry perspective to help guide the association’s work. To learn more about the experiences that have shaped his career, we spoke with David about leadership, mentorship, and the future of hospitality.

Looking back on your career journey, what first brought you into hospitality and what kept you in the industry?

“My hospitality career didn’t actually start in hotels; it started in attractions, with my first job being an elevator operator at the CN Tower. I enjoyed the people I worked with, I got to meet lots of celebrities, took part in hosting large events, and I was able to use my 4 languages regularly in a work setting. Once I decided to take Hospitality Administration at Centennial College, I moved over to a hotel job in Toronto as it seemed more in line with what I was studying.” 

“After graduating, I moved to my first resort at the Fairmont Chateau Lake Louise and from there I just kept growing my career by progressively advancing into more senior roles in the industry at some of the most beautiful resorts in Western Canada. I remember thinking in my much younger years that if I try really hard, I might earn my way to being a Rooms Division Manager by the time I retire. Looking back on it now, it is funny how much I underestimated the growth potential in this amazing industry.”

What accomplishment, project, or moment are you most proud of professionally? 

“I’ve been fortunate enough to have a lot of moments in my career so far that I am really proud of. Much of my career over the past 15 years has been around being brought in to elevate a property that may not be performing to its full potential. When you take a property that may not be performing and through work, training with team members and implementation of processes and technology, you turn it into a recognized award-winning property. Each recognition brings you a lot of pride. It is a lot of work, but seeing all that work turn into success keeps you coming back for more.”

“The other part of my career that I am really proud of is the work I was able to do supporting various international employees who have been displaced by so many events in the world. The best example was when the war in Ukraine started. What started as exploring an opportunity to find employees to fill a staffing shortage turned into something so much more than you would ever expect to do in the hotel industry. Over 4 years, many people from Ukraine had come to Canada looking to escape the war over there, and as a resort with work, employee accommodations and other resources, we were able to support over 100 new employees over a period of 4 years. When word got out about how we could help, we had many more reach out to us and even though we had no more positions available, I was able to successfully find work for many others in the local community, in BC and in Alberta just through leveraging contacts. Airport pick-ups hours away, free English classes for employees, grocery store runs, clothing donations drives, finding ways to translate the job for the workers…these were just some of the things I was able to do with my team to support these people who are still an integral part of our resort family and our community today.“

“It always feels good for your hotel to win an award or to put a smile on a guest’s face, but the feeling you get helping entire families come to a new country and help make them feel welcomed with a sense of security and safety is far more satisfying. There isn’t enough space in the magazine to cover all the stories we have on supporting this group.”

What advice would you share with emerging hospitality leaders?

“I would say from time to time, you’re going to be given an opportunity to take on some sort of large project. It will be a rollout, transition a property or fill in for a role that is temporarily vacant while it is being filled. Instead of looking at the extra work, consider the opportunity for learning it brings. Learning by doing is the best way to get that experience. My first time running a Food and Beverage operation was as a Director of Rooms.  My first time doing a room’s top line budget was as a Reservations Manager, with the Revenue manager role being vacant. The learning from those experiences has served me well throughout my career, years down the road.”