Autograph Collection by Marriott: The Cavalier; The Annapolis Waterfront; The Advenire• Successfully opened 85 to 150 room hotels in Virginia, Maryland and Utah by creating business plans, marketing plans, budgets, purchasing OSE, SOPs, integrating all Marriott Autograph Collection standards, construction and designer collaboration and punch.• Upgraded to a 4-diamond property collaborating from a $86M full property renovation, transition into a new ownership in Annapolis and all pre-opening and opening activities for a new build in St. George, Utah.• Reestablished community partnerships and strong relations with the US Naval Academy, Greater Zion National Visitors Bureau and Virginia Beach Chamber of Commerce partnering with local community.• Oversight and management of all hiring and employee relations in 60-150 luxury rooms and suites, upscale dining in Becca, and Wood Ash Rye, over 25,000 square foot of indoor and outdoor venues, Hunt Room restaurant, 6,000 square foot SeaHill Spa as well 81 luxury residences and beach club.• Increased guest satisfaction and property presentation by hiring and training team to Forbes standards and partnering with and inspiring corporate and department leaders and team members to obtain a 4-star hospitality rating Cavalier operation in 1 year.• Led Marriott Critical Path and training for three operations with 50-175 team members, including the first Marriott Property to train the new service excellence program. Installing Forbes standards and working with Aspire for Culture training.

Ontario Convention Center, SMG Worldwide Entertainment Venue Management, Ontario, California• Increased productivity across organization by developing operational structure following Six Sigma methods and analysis for 225,000 square feet of flexible exhibit, meeting and function space. Offering outstanding food and beverage by onsite award-winning culinary team.• Achieved event attendance 35,000+ working with team members, city, community and local hotels.

Miyako Hybrid Hotel (208 Rooms), Kintetsu Enterprises Company of America, Torrance, California • Increased GOP 130% in 4 years in $53M asset applying strong fiscal management strategies and cost control optimizing profitability, strategic management and capex investment in Silver LEED certified hotel.• Ranked #1 in the market within 14 months of opening, RevPAR Index 145 against a full-service suite of national and international brands. Maintained Rev Par index above 124 for 4 years. • Team leaders earned a reputation for excellence in leadership with focus and determination by inspiring passion toward the vision; a culture of respect and gratitude; efforts and outcomes resulted in property-driven honors and awards including:California Hotel and Lodging Guest Relations Award | Improving the Quality of Life Award | AHLA General Manager of the Year 2011 | Top 10% Worldwide in Trip Advisor | Top 500 Hotels Expedia Guest Service • Increased quality, delivery and facilities for signature food and beverage and luxury spa operations through hands-on interaction, food and beverage knowledge in fine, casual dining and banquet operations, standards review and guest interaction in each operation. Designing unique spa, banquet and meeting packages.• Managed personal client relations and sales negotiations resulting in $30M+ in client contracts. Major client presentations and interaction with Japanese Consulate, State and U.S. legislators, City leaders, planning and development and high-level executives at Toyota, Honda, and Samsung.• Provided analysis to expand brand to Texas and assisted with opening AC Marriott Osaka consulting on various Japanese properties including our historic property 5-star Kagoshima, various Sheratons and the Westin Kyoto in quality and sales.

Hotel Maya (210 rooms), Joie de Vivre Hotels, Long Beach, California • Achieved a 13% increase in overall revenue first year by increasing brand value as well as rooms and food and beverage profitability. Second year resulted in 108% revenue goals and 119% profit goals in a transitioning hotel through leading team’s ability in strategic market and price positioning, a focus on continuous improvement, streamlining operational processes, increasing flow-through on a consistent basis, focusing on productivity and accountability. • Achieved 92+% associate engagement against an industry average of 80% and company average of 87% by creating high-morale, collaborative, and professional culture working effectively through honest and open communications, employee development and empowerment.• Guest satisfaction results 90%+ through team leadership cultivating an environment fixated on delivering exceptional guest service, named one of the “Top 5 General Managers” who best represented the Joie de Vivre’s core values.• Demonstrated social responsibility and strong leadership representing property and owner needs through an active role in the Long Beach Convention and Visitors Bureau, sustainability initiatives, coordinating community initiatives, and team participation in local outreach efforts.

Led this property as a full service 204 room Hilton with 15,000 square feet of food and beverage and revenues in excess of $15M.Re-branded and re-positioned the hotel property to a 204 room Hilton Garden InnLead for operational side for $15M renovation and full lead re- branding and re-positioning this assetHotel process and team focus- maintained 94+% Cleanliness score in property QAsAssisted communications and improvement in union negotiations that benefited employees as well as ownershipMaintained 30% flow- through during construction operations

Managing revenues of up to $35M in this 490 luxury property.Project Lead converting property from a 3 diamond rating to 4 diamond rated.Assisted in leading the team that secured Hilton's "Go for the Green" award, exceeding all measurable statistics, including guest service scores, were rated as excellent. (Only 13 Hilton's received this award in 2004)Received 99.52% in Cleanliness, and over 95% in overall property ratings.Project leader for ON Q Conversion.Created and developed the Revenue Management Department, increasing REVPAR INDEX to ranking # 1 in its competitive set- REV PAR Index 105-109 in a saturated market, dominating market share.Developed, with our team, a innovative and creative training CD that was distributed company wide as an example of excellence for sales and marketing teams in gaining market knowledge. .

Led Team gaining Starwood Award-“Outstanding Performance Award in the Midst of Increased Obstacles”. ASI (Associate) score 96.2 earning #2 ranking out of 250 hotels in Starwood NADHilton Worldwide award-“Most Improvement in Balanced Scorecard”—for airport Hiltons nationwide, through effective communication of the vision and team commitment to excellence. Collaboration and organization overcame immediate organizing attempt challenges through root cause analysis and open dialogue; with integrity, fostering trust and respect, propelling performance -top guest service delivery, team engagement. Partnering with all team members, Hilton Brand, Starwood Management and Prudential Ownership to ensure that the philosophy and values of each were maintainedTeam exceeded key performance objectives and cultivated value for investors and stakeholders through Six Sigma leadership. Exceeded budgeted GOP by 103% and optimal by 111% in 2001 with poor economic conditions.Creation of a Revenue Management department increased market share 25%.

Extended Active duty in a Rapid Deployment Unit.Served as an Intelligence Analyst as an enlisted soldier.Served as a Military Intelligence Officer, Psychological Operations Officer, Assistant S-2, -honorable discharge at the rank of Captain.