-Responsible for creation and execution of a 7.5 million dollar annual budget, maximizing top-line revenue streams and controlling expenses to hit targeted EBITDA goals. -Oversaw a revenue increase of 30% in RevPar per unit per year from first year to last year. Driven by more forward thinking Revenue Management strategies and data driven tools that provided better market analysis. -Grew company wide budget from 3.6 million dollars to 7.5 million by increasing individual unit revenues, creating new guest focused revenue streams and services, providing guests more options regarding travel insurance/damage waivers, and providing homeowners with additional tools to opt into that prevented damages and ensured good neighbor statuses. -Created and implemented scalable Best Practices and SOP's to drive guest satisfaction, guest communication, unit cleanliness quality control, maintenance quality tracking, and out of unit inventory management. -Built strong relationships with unit Owners, coaching them through the revenue management process, unit renovations, maintenance events, and extraordinary guest needs while in unit. -Entrusted with testing new Guest/Owner/Housekeeping/Maintenance/Business Development technologies for the iTrip business model and offered recommendations to higher when a tested system was not a good fit for the needs of the larger business. -Implemented new Guest Lifecycle ( Pre/Post Arrival Communication/Follow-up/Feedback/Review) systems, increasing overall guest satisfaction from 3.8 to 4.7 over the course of one year across all units.

Responsible for hiring, training and standing up the housekeeping team for Phase 1 and 2 of the Hilton Ocean Oak resort by Hilton Grand Vacations. During our first 3 weeks of operation we received and "Outstanding" cleanliness score from the Hilton HGV auditor. This level of teamwork continued to show forth in our award winning "2018 Conrad Hilton Award" given to only 2 members of our HGV family.

Responsible for the creation and execution of budgetary guidelines for the resort. From front desk, to F&B to overall revenue management. Increased overall rental sales by 20% over budgeted expectations. Overall YTD rental sales net was met by September. Ensured units were up-kept by in-house maintenance to both HOA and individual owner guidelines. Electrical situation that prevented all lobby lights from working was corrected. Responsible for communicating and updating unit owners on the status of their unit, Including maintenance and rental statistics.

Property Manager for Sterling Resorts for the Walton County area. Managed incoming reservation restrictions and revenue management for all units in my portfolio. Tracked and predicted upcoming trends in booking windows, adjusted based on market trends and occupancy levels. Acted as emergency contact Manager for after-hours emergencies, ensuring guests were safe, comfortable and happy regardless of time of day. Coordinated with owners to maintain and upkeep units to the standard that our mutual guest expected.

Responsible for the successful daily operations of the hotel and the overall guest experience, from pre-arrival to departure experience. Standardized and solidified best practices in Front of House Staff, ensuring that the guest experience exceeded expected levels of service by reworking training manuals and individual positive reinforcement of best practices. Used difficult customer service moments as training tools with staff to grow and increase their skills, while passing on the corporate ethos. Created a codified Emergency Action Plan for staff in cases of emergency situations and drilled them on the required steps. Responsible for the correct coding and inputting of business invoices, ensuring budgetary levels were not exceeded. Responsible for purchasing, inventory, and maintaining profitability of The Market to desired profit level. Developed overbooking contingencies that routinely were used in managing our yield management, allowing more accuracy in predicting end of day numbers. Discovered and refined methods of managing our Advance Deposits, reducing and controlling year to year balances.

Maintained rigorous cleanliness standards set in place by corporate and local ownership. Provided support and staffing solutions critical to hotel operations. Responsible for chemical safety standards and training on new material for staff. Balanced the needs of both Back of House staff with the Operational needs of Front of House Associates who were interacting with guests. Lead team to hone standards, increasing internal Hotel brand cleanliness ratings from bottom 1/3rd to the top 1% of brand.

Managed the third shift, ensuring the completion of end of day tasks and guest safety. Ensured all lobby stations were prepped for the start of business the following day. Trusted by management to pass along critical knowledge to new hires and cross train new staff in proper procedures and guest service standards.