Provided revenue management guidance for a portfolio of 19-22 hotels throughout the United States working remotely. Several critical functions for this role were forecast management, detailed market analysis, event planning, strategic pricing, marketing and promotions management, and group and company RFP review & execution.

Manage a team of 8 revenue management professionals covering 65 properties across North America. Lead department level meetings quarterly which included updates, training and attaining guest speakers. Rebuilt several key reports to improve both accuracy and efficiency of data for decisions.

Managed a team of 17 revenue managers and 3 contractors which handled revenue management for a region with annual revenues of $2.3B, 1,200 locations and 142,000 vehicles. Continually strategizing with Executive Vice President of Revenue Management, Southeast Regional Vice President of Operations and President of Car Rental Operations on the business plan, revenue forecasting, projected supply levels, pricing strategy and competitive trends in order to balance supply levels and maximize profits for the company.Key Results:Drove revenue improvement in 2011 of +8% ($53M) in a very competitive and volatile pricing environmentMaintained airport market share in 2013 in a highly competitive market with several new competitors entering several key markets. Successfully built and developed a team over 2 years getting 5 team members promoted including one to the director level. Assisted in the development & execution of 12 training modules on pricing & revenue management Led effort to simplify product line creating operational & strategic efficiencies as well as consistent message for consumerAchieved an employee satisfaction survey score of 4.24 (out of 5), an improvement of 18 BPS vs. prior survey.

Promoted to Director of Revenue Management to oversee several regions which initially covered territories from New York through Puerto Rico over the course of the first year while centralizing the function in the corporate headquarters. This involved managing a team of 17 revenue managers both centrally and across the east coast regional offices. In addition to developing the strategic pricing strategy for my area, was responsible for managing a demand forecasting and optimization tool to maximize revenue opportunities. Led weekly meetings with the RVP, GM’s and AM’s to summarize segment revenue trends, competitive pricing behavior and strategy and tactic recommendations to drive revenue and other key metrics. Interfaced with marketing on all promotional activity.Key Results:Developed new product level segmentation definitions with Director of Analytics for the company reporting to allow for better analysis of past performance and forward looking data.Successfully built and developed a team over 2 years getting 6 team members promoted including one to the director levelManaged the demand forecast with a MAPE of 4% where the industry standard is well over 10% error.Developed new leading indicator report with the Analytics team to improve the revenue forecasting process.Generated a 32% increase in revenue from the international segment by adjusting the pricing strategy.Led a cross functional team in the development of new software package designed to be the best in class pricing application.Managed the competitive pricing for the department to determine the competitive landscape and detect new risks and opportunities.

This role required 4 key competencies in order to be successful. Te first is the ability to partner with the operations team in order to plan the business to meet the revenue and profit goals for the company. This is completely integrated with the ability to forecast projected demand and revenue. Once these projections and goals are set, it is imperative to set the strategic pricing to meet those objectives proactively for the next year. Lastly, as we approach the day the consumers are due to pick up the car, this position chooses which demand to reject if/when demand is projected to exceed supply to maximize revenue. Key Results:Drove revenue improvement of +11% ($49M) in a very competitive and volatile pricing environment.Led team to re-engineer internal process to deliver rates to the consumer resulting in 300% improvement in speed to marketLed the rollout of a new demand forecast software program as the first pilot area for the company. Developed and implemented 90% of the new products for the department, which are still in use today. Led project management team to completely overhaul the long term rental program which included working with IT, operations, marketing, sales and reservation center to update the billing systems, reporting tools, pricing strategy & brandingLed 3 week training session to teach the Toyota Lean principles for the department

Promoted with the expressed purpose of expanding this program to become the market share leader in this segment of business. Key ResultsIncreased same store revenue for one-way segment 39% over 4 years bringing this program to almost $600 million dollars annually through the development of a new pricing process taking advantage of competitors’ perception of the market.Completely renovated the entire price structure for a network of locations which resulted in over 5 million possible routes.Assisted in the acceptance of a new accounting format to more accurately reflect car costsDeveloped and completed a plan to change company culture, policy and programming to compete more effectively in this specific business segment.Developed 3 training manuals for specific proprietary systems, which were widely used across the companyAssisted in the development of a new-hire training guide, which had 8 modules and over 200 pages.