Oversaw processes (demand, revenue, forecasting, inventory & opportunity analysis) for 17 properties (i.e. Marriot, IHG, Starwood and independents) including full service city centre, resorts, and limited service hotels.Increased market share for 11 properties up to $2 million per hotel in revenue share-shifted in 2009. Spearheaded forecasting methodology approach to the hotels, and attained a measureable $700,000 ROI on an investment cost of $115,000. Ongoing initiatives continue to increase that ROI.Implemented standardized reporting, tools (STR, Rateview, Demand Forecast, Displacement Analysis, Review Analyst, etc.), weekly revenue meetings and processes, and provided training and support in all areas. Successfully implemented and drove change to instil a culture of revenue management at the property level and create an overall consistent approach to revenue management across the company. Worked closely with Sales, Marketing and e-Commerce teams to coordinate interdepartmental strategies to drive revenue. Successfully replaced missing group room nights with transient and drove record occupancy for one property over a 3-month period, resulting in year over year growth of 9.6% (occupancy share) and 5.9% (RevPar share).

Managed adventure tours for travelers 55+ in over 50 countries; maximized profitability through trip feasibility analysis, managed costs on the supplier side, and liaised with Sales to maximize bookings and upsells. 2007 Travel (Africa, Asia, and the former Soviet Union)

Oversaw processes associated with demand, revenue, forecasting, inventory and opportunity analysis for the Fairmont Southampton and Fairmont Hamilton Princess; increased room revenue by $4 million (6%) in one year.• Led joint strategy for two properties with Regional Director of Sales and Marketing, Managing Director and General Manager; responsible for ensuring complementary offers for all market segments.• Increased number of ‘sell out’ nights (2 to 34) through gaining ‘buy in’ of Front Office team for the “thrill of the fill” and aggressively setting and monitoring oversell limits. This resulted in additional room revenue ($90,000). • Increased RevPar to 121.2% and 97.5% respectively for the two properties. • Prepared for -and presented at- weekly Revenue Management meetings at each property.• Identified future opportunities and effectively communicated strategies to the Revenue Management teams.• Established relationship between the top three Bermuda hotels (i.e. 1400 rooms; 73% of inventory) to confirm common relocate rate and cooperation on oversold dates; significant savings in relocation costs and improved guest service.

• Oversaw development and day-to-day operation of the Reservations Department (up to 5 staff), including payroll and operating expenses, budget, EOS action plan, and performance management.• Directed the weekly ‘Yield’ meetings, including Pace of Build by market, variance from previous reports, market intelligence by nationality or group segment. Directed follow-up and action steps required. Tracked historical statistics for reporting of package offers, monthly performance of markets by occupancy, average rates and revenues, demand analysis statistics. Compiled and wrote month-end reports for internal and Corporate office use. • Worked with the Director of Leisure Sales to create wholesale promotions to drive occupancy; in one instance, aggressively drove 1000 room nights short-term into a need month, resulting in over $350,000 additional revenue. • Successfully reopened and repositioned hotel after a six-month closure due to hurricane damage.• Responsible for training and providing ongoing support for over 250 agents at the Global Reservations Center. Organized and ran familiarization trips to Bermuda for GRC agents, and presented yearly training sessions at GRC.• Assisted in the transition of a newly acquired hotel in Miami and spent two months working with the Revenue Manager to establish Fairmont standards and revise the existing Revenue Management practices (rebranding, revising sell levels, transient market sell strategy); completing competitive analysis of existing market; and, forging new wholesale offers. • Maintained and loaded all rates, special offers, and promotions at both the hotel and central reservations level, liaising among all departments to ensure seamless delivery of service to guests. • Worked with Regional Director of Sales and Marketing and Director of Leisure Sales to continue development of resort and leisure packaging, and to manage bookings via all sources (Internet, GDS, hotel, website,

343 rooms)Directed Reservations Office operations (staffing, salesmanship, training, payroll & operating expenses 5 staff). Created rates and promotional opportunities with Director of Sales; directed all revenue management strategies.Coordinated Front Office operations (70 rooms were stadium view and handled as separate events inventory).Managed over 25 employees (Front Office, Bell Desk, and Concierge