Christopher Sheldon Email & Phone Number

Hospitality Asset Management..F&B strength: Cafes, Restaurants, Resorts, Fine Dining, Select, Boutique and Full Service Star HotelsFranchise agreement negotiations, management contracts and Special Servicer loan negotiationsCapital planning and project oversightJackson-Shaw Company 2008, Dallas, Texas - present: VP Hotel OperationsBegan as the asset manager for the two properties in Las Vegas: Hampton Inn Tropicana (322) with 10,000 sq. ft Event Center and the Renaissance Hotel Las Vegas (550) in 2008 In Texas opened the Fairfield Inn (104) and Residence Inn (102) with 6,000 sq ft Event Center May 2009.Selected and negotiated the management agreements for all 4 hotels after the decision was made not to start a new internal management company at Jackson-Shaw.Company role requires active operational involvement with Marriott and third party management groups plus local hotel management to specifically lead the sales and marketing tactics and profit/cost margins.Development plan for Renaissance and Embassy Suites projects placed on hold due to lending crisis.

Shanghai

Responsible for supporting Chinese Economy Hotel Company rapid growth and sharing, or combining various foreign hotel management concepts to senior management.

Hired as the first and only foreigner to lead the reorganization, implementation of Western systems and business strategies for China's leading Economy Hotel Brand. Helped restructure the company from hotel level, branch office to corporate and introduced job descriptions with increased accountability.Introduced a heavy focus on the employee, guest, owner through franchise support, employee and guest satisfaction implementation, branding differential, standards of operation, brand performance, sales & marketing (to include Ecommerce), new website design, budgeting and PMS/CRS development.Focused on the education and career planning of employees, training and development of bench strength and senior management schooling. Introduced MBO and KPI with goal oriented compensation and a culture of praise and celebration. Played an active education role as an expert lecturer.Introduced new interactive meeting and reporting format for all company meetings, hotel to Corporate; Redesigned all forms and reports in use and was able to cut by 33% for greater efficiency and simplicity.Introduced various strategic partners to the group to enhance brand awareness and capital investment; which helped to grow the company from 35 hotels in November 2005 to 190 open March 2008.Taught brand Quality Assurance twice annual inspection process, PIP program, focuses on RevPAR growth, pricing strategies, CRS and Ecommerce.

Owner/Operator/Consultant in Hospitality

Acquired the historic Bailiwick Inn in October 1999, repositioned as a small luxury hotel, upgraded restaurant to AAA 4 Diamond level, increased revenues and profitability by 25%; sold property by the end of 2004During this period, for one full year (2003/2004) additionally employed to manage a region of 7 full service hotels for private operating group (Procaccianti Group) with revenues of $90m p.a., which included a successful transition of 4 full service Marriott hotels, a Sheraton and 2 IHG with an increase in profits by about 20%. Strong emphasis on sales team support and revenue management.Performed due diligence on the acquisition of 11 Courtyard by Marriott Hotels in the UK for private investment group, with the intent of becoming Managing Director. Hotel consultant for a Condo- hotel development in Michigan with plans for management contractPrepared business plans for independent hotel operators to assist in acquisition and disposal activitiesAmerican General Hospitality Inc. / Meristar Hotels and Resorts; AGHI began in Dallas in 1981, with 1 hotel. Prior to the merger with Capstar they had grown to own/operate a total of 99 hotels, many of which were distressed assets from institutions who inherited non-performing loans, along with individual, REIT and company owned properties. Companies merged to become Meristar in 1998, now Interstate Hotels and Resorts.

Responsible for region comprising multi branded properties and highly involved in merger activitiesSuccessfully combined hotel management teams in two separate locations for cost savings. Continued to repositioned, upgraded and organized various flag changes for hotels.

Hospitality leadership for Marriott brand

Supervised hotel conversions and turnarounds with consistent record of revenue, profit, quality improvement. Managed several brands and conversions including Marriott, Hilton, Sheraton, Radisson, Embassy Suites, Crown Plaza, Wyndham and Holiday Inn. Was the selected and approved operator of the various Marriott brands for AGHI.Supervised a high end small luxury hotel and restaurant in the New Orleans French Quarter (The Maison De Ville) producing a year on year profit improvement of 30%.Integral part of the start up of a centralized purchasing function across all Group hotels.Was the driving force behind most of the strategic initiatives to improve guest satisfaction with a statement of “Service Beyond Expectations”.Responsible for the development and implementation of departmental audit procedures, transitional check lists and flow charts for new hotel construction.Record of systematically identifying and developing strong managers to optimum performance levels while showing genuine personal interest in career development.Strong sales focus, through support and leadership of hotel sales teams and Revenue Management.

Hospitality leadership all brands

Hospitality leadership

Initially managed 4 hotels and grew this to 18 prior to being promoted to Vice President of Operations.Prepared, wrote and implemented many of the company standard operating procedures. Responsible for many renovations and new build budgets, including business planning and implementation. Prepared and participated in owner business review meetings, as well as presentations to potential clients for new management contracts along with market feasibility studies.Experience Prior to 1987On opening team of the new Metropole hotels at the Birmingham NEC, in the U.K.Recruited in the UK by Holiday Inns International and moved to the USA to lead a study on Holidomes and their future development opportunities in Europe. As this did not materialize promoted through the ranks of Food & Beverage Director, to General Manager to Franchise District Director for Texas and Oklahoma, winning both guest and owner awards.

Effectively managed operation of Memphis hotel