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There is trying and then there is doing; there is theory and then there are results. I consider myself more of a doerand results person. Between my high energy and being laser-focused on the priority at hand, I have built a historyof fast learning, communicating new ideas, and producing results. I “do” the kind of leadership that hasregenerated operations from status quo to efficiency and excellent service. And from excellent service toincreased revenue. My attention to detail is second to none and my results are a testament to my effectiveness.As an outgoing business manager, I bring a unique set of experiences and documented successes that havetransformed mediocrity, inefficiency, and near-failure into successful, profitable operations. Getting there took ablend of collaborative leadership, the confidence of proven experience, process improvement, and individualempowerment. This formula energizes employees and galvanizes teams around common goals. My recipe forsuccess takes select concepts from the hospitality industry, relationship management and merges them into bestpractices and protocols that result in measurable improvements. These improvements revolve around theexecution of innovative ideas to deliver goods and services on a higher level and build the bottom line.It’s no theory that truly effective business leaders bring with them experience in multiple disciplines, spanning arange of industries. That kind of experience produces a rare brand of insight paired with unique perspectives toplan, execute and achieve goals faster because the lessons have already been learned. That type of functionalexperience is nearly impossible to replicate for someone who has little experience outside of his or her industry.Impossible to replicate yes, but certainly teachable. I’ve been brought into places at the right time and leveragedmy customer experience, staff coordination, training, and operations experiences from other industries todevelop key players who then combined it with their own experience and drove success for the organization.Whether it’s in an operational setting or in a training environment, I am also a training facilitator who buildsknowledge by fine-tuning lesson plans from the classroom and bringing it into real-world application according tothe individual’s ability to learn.Like-minded professional are encouraged to connect! Send me an invite, I would be honored to join your network.
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Operations ManagerFirst Avenue & The 7Th St. EntryMinneapolis, Mn, Us -
Operations ManagerFirst Avenue & The 7Th St. Entry Aug 2021 - Present -
General ManagerMyth Live Jul 2017 - Apr 2020Maplewood, Minnesota, United StatesBy assessing the situation for a troubled live music venue, I called upon the full spectrum of my service and operations experience, my leadership, and sensible business practices to “do” a major transformation for this 3100-capacity concert and event center. By combining my operations management and proven guest service model, I increased events booked by 27% and revenue by 66% in the first year. I capitalized on new opportunities to take ownership of a new wave of success by building key relationships with internal and external stakeholders. This included every staff member, vendor, the city, and owner. I also focused on improving management of the facility to create a top-tier experience for every guest and performing artist. To quantify success factors, I set up mechanisms to capture data and utilized it to drive efficiencies across all areas of the operation. Here are my operational priorities and their accomplishments:Operational Leadership & Financial Performance• Saved (est.) $12K+ and reversed reactive trend to proactive and reduced rush fees to $0.• Reduced snow/ ice removal expense 20% and improved personnel and customer safety.• Raised profit margin 100% for bar and substantially improved image and operation.• Reduced overhead 20% and used data to drive order quantities to improve operations and facilities management.Employee Engagement• Resolved payroll inaccuracy and delivery issues to ensure checks were issued within 5 days of end-of-period.• Transformed culture by setting expectations, employing proven service principles, initiating team huddle before events, and other strategies that netted servers $400-700 in gratuity.Customer Experience• Ensured 100% beverage menu availability during events by establishing standard brands, organizing andcontrolling inventory, and improving service levels for greater productivity and customer satisfaction.
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Executive DirectorThe Waters Senior Living May 2016 - May 2017White Bear LakeA new concept in senior living required a new paradigm in program execution. I repurposed my experience and capabilities to what I knew could be done. In this “do” role I laid the foundation for growth by executing an innovative service model for this untried, 136-unit luxury senior living facility. For it to succeed, I knew I had to shift from managing a business to fostering a community. I developed and led a creative sales and marketing program using events to start the customer journey and jump-start sales. Using my proven service expertise, I generated high post-occupancy satisfaction by nurturing an active, relationship-oriented community and cutting operating costs to maintain profitable margins as we worked our way to the goal of full occupancy. Here are some highwater marks from this unique experience:• Overcame strong competitive forces by employing a relationship-oriented marketing strategy and promoting benefits to sell the client that led to an above average conversion rate. • Cut housekeeping costs 50% by reducing cleaning intervals for unoccupied units to minimal requirements, resulting in reduced labor and move-in ready facilities as needed. • Preserved cordial, respectful overtures across the operation by recruiting staff based on demonstrated success with hospitality principles and empowering each with ability to make decisions as needed. • Maintained profitability targets by managing P&L to offset occupancy shortfall through cost control measures without compromising service. • Developed a highly responsive staff by managing all HR processes including recruiting, hiring, and training that resulted in a high caliber staff cross-trained in housekeeping, food and beverage, café and pub. • Enhanced new revenue and meal experiences by directing onsite cook-to-order restaurant, café, and pub while encouraging residents submit favorite recipes for the menu and invite family and friends. -
Director Of OperationsMillennium & Copthorne Hotels Feb 2015 - Sep 2015Greater Minneapolis-St. Paul AreaSought out for my reputation in team building, training, staff leadership, operational effectiveness, and generating results, I was recruited to kickstart and “do” success for a 321-room convention hotel. This was also a change management exercise to upgrade performance for the property, which was shifting its business model. My charge included recruiting key staff from my network, training to the new model, creating awareness through marketing, event planning, and empowering every employee to impact guest experiences. As a collaborative leader, I guided all facets of operations including front office, reservations, guest services, housekeeping and engineering departments. As with many industries, budgets here were tight so I developed innovative, common-sense strategies to reduce costs while enhancing guest experiences. The payoff: Ranking on Trip Advisor and Yelp shifted from 21st to 12th. Movement like this didn’t happen by chance. We asked 100% of our guests to write reviews and earned consistent 4- to 5-star ratings. That low-cost effort increased our online visibility and contributed to more bookings. Here’s more:• Lowered labor costs by instituting focused scheduling and staffing to match peak guest activities such as mass check-in/ check-out for conventions, resulting in efficient operations with no loss in service levels.• Boosted service levels by developing creative, low cost aids to help guests navigate the complex skyway system, including a map and “Skyway Rescue Team” that made the downtown area more accessible.• Controlled expenses on several fronts by analyzing needs, available resources and infusing learned experiences to develop cost-saving innovations that improved services. Deployed fully stocked cleaning carts on each floor for greater efficiency. Replaced disposable soaps with pumps in the shower that eliminated waste and improved service. -
Assistant General ManagerThe Grand Hotel Minneapolis Jan 2012 - Jan 2015Greater Minneapolis-St. Paul AreaProducing results by doing was the order of business here. I helped outpace projected growth YoY by creating unique guest experiences, cutting costs, and placing responsibility for success in the hands of each employee. In the process we transformed a boutique, high-end downtown hotel, in a highly competitive space, into a preferred destination hotel that generated memories for our guests beyond the experience. Check out these accomplishments:• Met unique needs for A-list celebrities and major league teams by creating and implementing exacting protocols to ensure privacy, security and other requirements that enhanced the reputation for the hotel. • Increased value of each stay by establishing a series of amenities that contributed to an atmosphere of authentic hospitality. Wine hour from 5-6PM that allowed guests to relax, socialize and set the tone for a pleasant evening. Created toy chest for young guests that eased check-in processes for parents. Ensured tiered loyalty program amenities were available and delivered. Impromptu events for a range of occasions designed to take experience to the next level.• Chosen to lay foundations for success for other key properties by leading the pre-opening programs including specialized hospitality training for all staff to instill a guest-oriented mindset in all they do.
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Assistant Director Of Front Office OperationsHilton Minneapolis Jul 2007 - Jan 2012Minneapolis, Minnesota, United StatesAs I continued to learn, grow and “do,” I applied learned concepts and exercised leadership -through-empowerment principles in a continuously improving day-to-day execution of duties and ideas to help the operation move from good to great.
Brian Jessen Skills
Brian Jessen Education Details
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Communication
Frequently Asked Questions about Brian Jessen
What company does Brian Jessen work for?
Brian Jessen works for First Avenue & The 7th St. Entry
What is Brian Jessen's role at the current company?
Brian Jessen's current role is Operations Manager.
What is Brian Jessen's email address?
Brian Jessen's email address is br****@****ail.com
What is Brian Jessen's direct phone number?
Brian Jessen's direct phone number is (952) 358*****
What schools did Brian Jessen attend?
Brian Jessen attended University Of Minnesota-Duluth.
What skills is Brian Jessen known for?
Brian Jessen has skills like Hotel Management, Hotels, Hospitality Management, Hospitality, Hospitality Industry, Event Management, Rooms Division, Resorts, Catering, Customer Service, Revenue Analysis, Food And Beverage.
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Brian Jessen
Lake Forest, Il -
Brian Jessen
Retirement Plan Co-Fiduciary Advisor At Forest Capital Management, LlcGreater Chicago Area4gmail.com, hotmail.com, gmail.com, forestcapm.com
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