-Develop high-performance teams focused on achieving operational, financial, and sales metrics-Provide consulting and implementation of practices to drive and promote guest and team satisfaction resulting in increased guest loyalty and reduced turnover-Oversee repositioning and renovations of hotels from start to finish- Lead mentorship programs to drive improved business and strategic focus with leadership teams-Strong ability to recognize, retain, and invest in development of talent and satisfaction of teams by inspiring, increasing engagement and promoting collaboration-Analyze operational and logistical data to influence decisions and course correct-Leverage holistic perspectives to understand client needs and develop ideas and programs to meet objectives ranging from operational efficiencies to drive GOP to sales and marketing results to improve top line revenue-Implement diversity committees focused on building inclusive work environments that support workforce diversity and diverse perspectives-Proven project management skills focused on prioritizing and managing projects and deadlines amidst constant change including projects, rollouts, transitions, repositions, and openings

-Provided operational leadership to portfolio of hotels throughout Florida, North Carolina, and South Carolina -Developed high performance teams focused on achieving operational, financial, and performance metrics as demonstrated on company balanced scorecards in 2019 and 2020-Promoted guest and team satisfaction to include quality, safety, efficiency, and productivity evidenced by leading company in guest likeliness to recommend scores in 2020 and lowest salaried management turnover-Increased team focus on anticipating diverse needs of guests while translating these into highly relevant and meaningful experiences -Provided inspiring leadership and direction for operational, sales, facilities, and safety team members resulting in highly engaged teams with lowest turnover in organization-Improved guest service by performing metric validations, reviewing training program effectiveness with teams, and adjusting for operational distinction based on ideas and feedback through collaboration-Inspired leaders and their teams to exceed guest expectations every day through a highly engaged environment-Enhanced quality standards within the operational areas to ensure ongoing quality and experience is consistent-Managed financial planning and budget tracking for all financials related to the operation of portfolio-Fielded communication among stakeholders as central filtering point for all input among teams-Collaborated with stakeholders on issues by providing detailed information related to the operational impact of directives-Oversaw the quality of service, cleanliness, and overall product consistency among all hotels-Maintained confidentiality of sensitive information

-Developed and mentored General Managers and AGMs with a retention of 95%-Led on-boarding training to new GMs, AGMs, and Corporate Managers with a focus on leadership competency development, systems, product quality and service quality and conducted all planning and reporting activities-Collaborated with instructional designers to build and develop content for guides, job aids, and communication-Designed new on-boarding program which delivered on cost reduction of 56% and increased speed to competency by 33% while improving operational excellence measured through KPIs-Provided operations insight for new training initiatives as subject matter expert-Collaborated with regional leaders and the executive team on strategies to drive operational improvement-Conducted LQ University sponsored training events to field leaders-Conducted LQ brand training for more than 200 participants and revised program to improve effectiveness and reduce time-Created and delivered custom training and mentoring events from 1-50 people via webinars and in-person training-Achieved Grand Master Certification (Operational / Service Excellence) at Sheboygan, WI location-Led hotel openings in Duluth, MN and Cullman, AL-Assisted senior leadership with various assignments including covering hotels, training hotel teams, and GM recertifications-Grew 2015 revenue over prior year by 8% through building new business and rate management-Improved guest service scores by 30% in 2015, and reduced problems experienced by 10%-Utilized systems including NiteVision, Kronos, PeopleSoft, Tidemark, and NetRez

-Improved guest service scores to bring hotel out of default by championing the guest experience through team empowerment, training, and mentoring-Grew revenue by $140,000 and STR performance by yielding rates to drive occupancy and maximize RevPAR-Grew local segment contribution by 15% in 2012, through building relationships with new companies, participation in CVB events, and networking with business leaders to forage partnerships-Improved food costs by 3% through increased top-line sales and proper training on expectations and processes-Grew loyalty metrics by 10% through guest engagement and service focus-Delivered strong annual P&L results exceeding GOP expectations by 3.2% with a 52% profit margin through solid cost controls and accurate forecasting

-Multiple property management and oversight-Operations to increase value, performance, and profitability through leadership and industry expertise-Revenue management to grow RevPar and maximize profitability-Sales and marketing including building brand awareness, increasing loyalty, securing new accounts-Empowered teams and managers to deliver superior guest satisfaction-P&L responsibility, analysis and accountability of multiple hotels, determined capital spending investments-Effectively built strong departmental teams through setting expectations, coaching, and mentoring-Coordinated and oversaw maintenance activities, renovations, and capital projects-Achieved company goals and financial objectives by motivating, leading and holding managers accountable-Wrote and conducted performance reviews and helped others create goals and action plans