🟢 𝑺𝑪𝑶𝑷𝑬:𝘊𝘳𝘦𝘢𝘵𝘦𝘥 𝘛𝘩𝘦 𝘌𝘴𝘵𝘢𝘵𝘦 𝘙𝘦𝘨𝘪𝘴𝘵𝘳𝘺 𝘢𝘴 𝘢𝘯 𝘢𝘭𝘵𝘦𝘳𝘯𝘢𝘵𝘪𝘷𝘦 𝘣𝘶𝘴𝘪𝘯𝘦𝘴𝘴 𝘪𝘯𝘷𝘦𝘴𝘵𝘮𝘦𝘯𝘵 𝘧𝘰𝘳 𝘗𝘩𝘪𝘭𝘭𝘪𝘱𝘴 & 𝘊𝘰𝘩𝘦𝘯 𝘈𝘴𝘴𝘰𝘤𝘪𝘢𝘵𝘦𝘴, 𝘓𝘵𝘥.Built The Estate Registry from conception to launch and currently oversees operations, sales, marketing, HR, and P&L. 🟢 𝑶𝑹𝑮𝑨𝑵𝑰𝒁𝑨𝑻𝑰𝑶𝑵𝑨𝑳 𝑰𝑴𝑷𝑨𝑪𝑻:◉ Participated in the capital raise process for InheritNOW◉ Led operations, marketing, and development teams.◉ Managed lobbyist efforts and discussions with state senators and regulators in several states to proactively encourage sensible regulations of TER’s products.

🟢 𝑺𝑪𝑶𝑷𝑬: Responsible for delivering a unique growth perspective, I lead the creation and execution of non-core investment strategies for Phillips & Cohen Associates; adding value by focusing on forward-thinking initiatives that expand PCA’s offerings and services, ensuring PCA continues to lead and innovate in all of its global markets.

🟢 𝑺𝑪𝑶𝑷𝑬:Spearheaded all day-to-day operations for Station Casino's flagship asset earning $140M+ in average annual EBITDA and employing 3K+ employees.🟢 𝑶𝑹𝑮𝑨𝑵𝑰𝒁𝑨𝑻𝑰𝑶𝑵𝑨𝑳 𝑰𝑴𝑷𝑨𝑪𝑻:◉ Wrote and deployed the COVID-19 plans for property closure and reopening.◉ During closure identified efficiencies to ensure minimization of cash burn.◉ Created the strategy, ensuring essential team members executed tasks identified during property closure.

🟢 𝑺𝑪𝑶𝑷𝑬:Architected the marketing strategy by building and more effectively communicating a new gaming experience in the UK, which envelops restaurants, a theater, and casino entertainment. 𝐈𝐧𝐜𝐫𝐞𝐚𝐬𝐞𝐝 𝐧𝐨𝐧-𝐠𝐚𝐦𝐢𝐧𝐠 𝐫𝐞𝐯𝐞𝐧𝐮𝐞 25% 𝐚𝐧𝐝 𝐠𝐚𝐦𝐢𝐧𝐠 𝐫𝐞𝐯𝐞𝐧𝐮𝐞 15%.Recruited by the owner and Managing Director to develop and build oout marketing strategy and functions. Constructing a culture that embraces a teaching and training philosophy and champions the execution of processes and policies. 🟢 𝑶𝑹𝑮𝑨𝑵𝑰𝒁𝑨𝑻𝑰𝑶𝑵𝑨𝑳 𝑰𝑴𝑷𝑨𝑪𝑻:◉ 𝐃𝐫𝐨𝐯𝐞 𝐄𝐁𝐈𝐓𝐃𝐀 𝐟𝐫𝐨𝐦 £7.5 𝐭𝐨 $14 𝐦𝐢𝐥𝐥𝐢𝐨𝐧 𝐭𝐡𝐫𝐨𝐮𝐠𝐡 𝐛𝐫𝐚𝐧𝐝𝐢𝐧𝐠, 𝐝𝐚𝐭𝐚𝐛𝐚𝐬𝐞 𝐚𝐧𝐝 𝐬𝐚𝐥𝐞𝐬 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩, 𝐚𝐧𝐝 𝐢𝐦𝐩𝐥𝐞𝐦𝐞𝐧𝐭𝐚𝐭𝐢𝐨𝐧 𝐨𝐟 𝐭𝐡𝐞 𝐧𝐞𝐰 𝐅𝐏&𝐀 𝐃𝐞𝐩𝐚𝐫𝐭𝐦𝐞𝐧𝐭.◉ Founded the Financial Planning & Analysis (FP&A) Department to guarantee accurate financial measurement and accountability for all departments, including the Marketing Department.◉ Reinvigorated and rethought the marketing organization’s venue marketing, database marketing, and casino and non-gaming sales.-Reinvented the Hippodrome Rewards Loyalty Club and direct mail strategy.-Created new brand content and standards and introduced best practices to create content.-Conceptualized and instilled social media strategy.◉ Managed and collaborated with the online casino provider to market and leverage synergies between the brick-and-mortar and online offerings to maximize revenues for both streams.◉ An instrumental contributor to the team negotiating the Magic Mike Live residency in the Matcham Theater.◉ Enhanced and defined the HR Department’s role to execute accountability procedures that align with the European employment regulatory landscape, which includes practiced and studied Investors in People, an internationally recognized accreditation that assesses data to define the framework needed to lead, support, and manage people for sustainable results.

I focused on what is most important

🟢 𝑺𝑪𝑶𝑷𝑬:𝐀𝐬𝐬𝐮𝐦𝐞𝐝 𝐭𝐡𝐞 𝐫𝐨𝐥𝐞 𝐨𝐟 𝐕𝐢𝐜𝐞 𝐏𝐫𝐞𝐬𝐢𝐝𝐞𝐧𝐭 𝐨𝐟 𝐂𝐚𝐬𝐢𝐧𝐨 𝐌𝐚𝐫𝐤𝐞𝐭𝐢𝐧𝐠 𝐰𝐡𝐢𝐥𝐞 𝐜𝐨𝐧𝐭𝐢𝐧𝐮𝐢𝐧𝐠 𝐭𝐨 𝐥𝐞𝐚𝐝 𝐭𝐡𝐞 𝐄𝐱𝐭𝐞𝐫𝐧𝐚𝐥 𝐌𝐚𝐫𝐤𝐞𝐭𝐢𝐧𝐠 𝐞𝐧𝐭𝐞𝐫𝐩𝐫𝐢𝐬𝐞. Directed and managed all Casino Sales (Casino Hosts, Player Development, and Independent Agents), Casino Special Events, CRM, and Strategic Alliances, while simultaneously overseeing all marketing and branding initiatives for Casino Sales, Casino Special Events, CRM, and Strategic Alliances. Managed a team of 6 direct reports, 130 FTE, and 70 independent agents.Additionally, led the internal marketing initiatives directing 30+ casino marketing call center employees (inbound and outbound), and financial accountability for the analysis of 2 P&Ls, which included cost containment, labor cost controls, expense management, yield management strategy development, and driving customer spending to increase profits. 🟢 𝑶𝑹𝑮𝑨𝑵𝑰𝒁𝑨𝑻𝑰𝑶𝑵𝑨𝑳 𝑰𝑴𝑷𝑨𝑪𝑻:◉ Q1 2015 realized a 13.2% increase in net revenue, which included a 31% rise in casino revenue.◉ FY 2014 increased gaming revenue by 48%, which contributed to a 16% growth in hotel revenue and an occupancy rate of 94%◉ Achieved $32 million in 2012 revenues by redesigning the Independent Agent Program, reengineering the commission structure to reduce expenses, and providing direction to the program.◉ Collaborated in the launch of the Strategic Alliance Program, a program that united a network of out-of-market resort/gaming to The Cosmopolitan Las Vegas. Earned $1.5 million in revenue in the first year of operation. Drove 15 partnerships spanning North America and Europe, growing the database of slot-centric guests ◉ Identified extremely high costs in customer reinvestment. Created the position of Independent Agent Host to approve/decline customer reinvestment and created and executed processes that decreased expenses by more than 11% in the first year.

🟢 𝑺𝑪𝑶𝑷𝑬:Brought on board to coach and mentor a new team of customer development executives using a “lead by example” approach. Oversaw operations in the new Dallas branch for Kerzner/Atlantis.🟢 𝑶𝑹𝑮𝑨𝑵𝑰𝒁𝑨𝑻𝑰𝑶𝑵𝑨𝑳 𝑰𝑴𝑷𝑨𝑪𝑻:◉ Brought in $5 million+ in new business in under a year.◉ Conceptualized and collaborated with the special events staff to execute the first exclusive, high-end weekend blackjack tournament with only 30 responders, bringing in more than $8 million in revenue and instilling confidence in the relatively new marketing team

Completed a 16 year tenure with Caesars Entertainment Corporation as VP of Customer Development and held additional positions including, Assistant VP of Customer Development, Executive Director of Customer Development, and Director of Customer Development. At Caesars Palace, my sales efforts procured and captured more than $5 million in new business in 2007 alone, and over $10 million during the recession overall. Achieving significant annual revenue of up to $15 million in net contribution in several individual fiscal years and $15 million in theoretical win while managing comp reinvestment to achieve profit margins reaching 65%. Additionally, I was solely authorized to approve up to $1,000,000 in casino credit; allowing me to polish and hone my ability to evaluate guests’ creditworthiness in both a structured and unstructured manner. However I am most proud of, successfully, mentoring and growing entry­ level staff members to become successful casino marketers.During this tenure, opened and operated two Caesars World Marketing offices in South Florida and Atlanta; realizing more than $7.5 million in incremental gaming revenue within the first year of operations of the Atlanta Branch, while simultaneously mentoring and supervising the respective staff of salespeople and administrative personnel in these offices.