Develop and maintain a high standard of excellence at each site within division. Create and establish plans to ensure each site is meeting and/or exceeding established goals and objectives. Ensure site contractual obligations, company policies and procedures are followed. Inspire a positive culture at each site. Ensure a sense of urgency exists at site so that units are turned on time. Ensure all reporting requirements are completed. Specifically the Regional Director will: • Conduct site visits based on Company directives. • Monitor the key performance indicators of Quality, Timeliness and Budget, and help site management achieve targets. Holds teams accountable for measurable results and develop action plans with teams if key metrics aren’t being achieved. • Create an overall people plan for the region that reflects bench strength and succession planning coupled with consistent mentoring and people development. • Create recruiting strategies for each site - monitoring staffing levels and communicating that strategy to site management, Field Recruiters and Division HR Director to ensure staffing levels are achieved and maintained well before high demand. • Coach site managers to provide a quality work experience for team members through correct selection, onboarding, training, and employee rewards and recognition programs. • Interview, select, onboard, and oversee training of Executive Housekeepers and Assistant Executive Housekeepers.

• Directs the overall operation and efficiency of all staff at hotels with the goal to ensure consistency and 4 Diamond level standards for the properties. Participates in the sourcing of new business opportunities and additional contacts. • Oversee hiring strategies based on fluctuation of business volumes. Attend hiring fairs.• Monitor and control fixed and variable expenses. Control payroll overtime.• Hiring, Termination of Supervision and Management Staff.• Act as a conduit and liaison between property leadership and financial teams and United Corporate• Develop vision and strategies for training, retention, rewards and recognition programs• Management of P&L reporting• Develop process(s) to streamline and improve operations, administration and human resources• Direct on boarding, localized training, and retention programs to reduce turnover.

 Drastically reduced grievances by demonstrating outstanding interpersonal skill in developing, nurturing and maintaining relationships with union stewards, union representative and staff. Regarded for successfully improving GSS scores from Red Zone to Clear Zone within 3 months. Ensured proper implementation of best Marriott practices by restructured management team. Recognized for successfully accomplishing hotel renovation and introducing Marriott's new Bistro restaurant. Oversaw the entire budget and P&L for a $7M hotel ensuring revenue growth within a competitive market. Spearheaded the sales team in executing competitive analysis resulting in share shifting Northeastern University's room nights from other local competitors

 Oversaw the entire operations of a private, membership driven hotel in Boston’s Financial District, maintaining reputable cost and quality standards, maximizing profits, enhancing and retaining employees and surpassing expectations for 178-room hotel. Effectively managed the $8M room budget; supervised a team of 70 associates and 5 direct reports. Established effective strategies and tactics, which led to an 8% revenue growth in 2009 for managing the renovation of 178 rooms in 2009 and overall renovation of lobby in 2011.

 Successfully developed and distributed clients’ satisfaction survey, which led to an investment by the owner for conference center renovation. Oversaw the daily operation of 26,000-square-feet and 26-meeting room conference center, which encompassed building maintenance, food services, and customer requirements. Remarkably achieved 35% revenue growth during tenure in the conference center and 20% increase in profit.  Initiated a successful internship program with Northeastern University in 2006. Conducted visitation to other accounts, which included Fenway Park; managed daily operations associated to Boston Red Sox game day in the Retail Department.

 Provided keen oversight to the overall budget and P&L for $4.5M hotel to ensure the growth for a declining market. Spearheaded the Sales Team in conducting competitive analysis resulting in appropriating more than 5,000 room nights from other local hotels along with 40% of overall sales. Instrumental in the area community relations and Chamber, including Toys for Tots and Lowell Hunger/Homeless, as well as Lowell Spinners, UMass Lowell, and Lowell Lock Monsters. Created new management and Sales Team with emphasis on new business development upon acquisition of the account from previous general manager. Achieved Associate Opinion Survey Engagement Score of 97% and Improved “Overall Guest Satisfaction” scores by 5% year over year.