Oversaw management transition of three properties from Aimbridge to Schulte in January 2020. Maintain leadership over Residence Inn Baton Rouge Towne Center ($3.8M in annual revenue) 93 rooms and 40 employees. Ensure hotel is meeting brand goal and exceeding ownership expectations. •Guided the team through the management transition process. Completed all due process checklists on time and within budget. •Maintained an Occupancy of 69% during 2020 by focusing on our extended stay niche and capturing business that was long-term allowing the property to maintain occupancy with low operating costs. •Lead team through the Covid-19 pandemic. Developed and executed emergency operating procedures from Schulte, the Marriott brand and the CDC. Reduced staff by 75% by furloughing non-essential workers and eliminated all outlets that did not support social distancing including all F&B and daily room cleaning service. Cross-trained remaining staff to work in all departments and adjusted salaried schedules to reduce line level labor and eliminate all overtime. Net result of these actions resulted in a labor savings of $275K. Achieved 98% of budgeted GOP and grew profit margin by 7.3% during industry wide revenue deficits.•Created a newsletter for the furloughed team to keep them informed and hopeful of returning to work which facilitated the ability to rehire 60% of furloughed staff in September 2020 when occupancy levels peaked due to hurricane season. •Motived essential team by modifying goals and celebrating weekly successes. Created task champions based individual strengths, encouraged a safe environment by providing proper PPE, held morning meeting to get pulse check on morale and ensured days off were scheduled and time away from work was uninterrupted.

Oversaw hotel operations for Residence Inn Baton Rouge Towne Center, Residence Inn Monroe and Courtyard Monroe Airport – 250 total rooms and 125 employees. ($10.3M in annual revenue) Ensure hotels were meeting brand goals and ownership expectations.•Trained 5-7 new General Managers being on-boarded with Aimbridge each year. Continued mentorship and monitored their development within the company.•Created General Manager in training program that included detailed focus in each department for AGM development •Lead monthly BSA preparation calls to ensure General Managers stayed informed on new initiatives. Developed improvement plans and audited during monthly visits to the Monroe properties. Monroe hotels moved out of the Marriott GSS Red Zone status and successfully passed the BSA Audits. •Created a positive culture by hosting a monthly open forum with the teams to hear where they were struggling. Implemented recognition program for tenured employees who felt underappreciated due to lack of leadership on site. Purchased tools and resources that were below par levels.

Oversaw hotel operations for Courtyard and Residence Inn Baton Rouge Siegen Lane - 230 total rooms and 85 employees ($8.5M in annual revenue) Ensure hotels were meeting brand goals and ownership expectations.•Converted Courtyard F&B to the Refreshing Business Concept. Was in the first 50 to implement the new concept. Hosted Marriott Training team on property as a pilot hotel. Bistro Operations included breakfast, dinner and 24 hour Starbucks•Lead team during emergencies at both hotels including six named hurricanes.