Dean Rubin Email & Phone Number

Kirkland, Wa, Us

Catoosa, Oklahoma, Us

Ocean Shores, Us

Responsible for daily operations of two hotels 158/54 Rooms, 230 Employees ; increased combined occupancy and increased revenues. Oversaw Front Desk, Reservations, PBX, Housekeeping, Laundry, Food & Beverage, Banquets, Convention Services, Hotel Marketing, Retail, Spa, Valet/Bell, Transportation, Facilities, Grounds, Environmental Services, Group Sales, Catering and Pool. Oversaw 30 million expansion including new 250-seat buffet restaurant and feature bar. Developed three restaurant concepts and designs for future expansion. Increased F&B revenues. Redesigned new restaurant and banquet menus.Decreased cost per occupied room expenses by implementing and negotiating new programs while also sourcing supplies domestically and internationally. Implemented latest in reservation system technology to drive occupancy and effectiveness through online channels and market segments. Installed various technology such as KEYPR and Easybar to assist on labor issues.

871 Rooms650 EmployeesFormed Hospitality Management LLC with partner to manage the interim transition of the historic Congress Plaza Hotel in downtown Chicago, IL. Formerly worked as General Manager of the property for 11 years and was brought on to consult in order to bring the property back to the level it once was. Oversaw daily operations hotel, 50,000 square feet of convention/banquet space, two restaurant outlets, and commercial leases. Acted as Executive Director of Operations overseeing the General Manager, department heads and managers to review and improve all operational procedures. Reported directly to ownership the necessary and fundamental changes that are needed to modernize hotel. Responsible for reviewing and negotiating all contracts. Worked with department heads to establish operating and capital budgets. Analyzed all financials daily. Established procedural guidelines for temporary staffing agencies (used to supply additional employees) as well as training rates. Interviewed and hired key management for various departments. Established corrective performance action plans for any managerial staff needing improvement.Worked with other Managing Member of LLC for design concepts in order to procure Furniture & Fixtures from overseas suppliers. Established progressive sales, catering, and room goals for 2015 in order to gain market share. Worked with Unions to foster a partnership between the hotel and union employees which previously had been very strained. Established open door policy with union employees to address any concerns they may have. Extensively mentored management and line employees on customer service in order to improve customer experience which directly affects referral rate, social media, OTA’s, and review websites such Tripadvisor.

Sparks, Nv, Us

1400 rooms and 8 direct reports with 280 departmental employees.Responsible for daily operations of Front Desk, Reservations, PBX, Housekeeping, Laundry, Retail, Business Center/Show Tickets, Salon/Spa, Valet/Bell, Transportation, Wardrobe, and Pool. Increased occupancy by more the 30% year to date to regain lost market share. Generated record daily revenues through effective yield management. Decreased cost per occupied room expenses by implementing new programs and sourcing supplies domestically and internationally. Negotiated new contracts with OTA that now reflect industry standards. Implemented the latest in reservation system technology to drive occupancy and effectiveness through online channels and market segments.Introduced new marketing programs to increase room occupancy and gaming revenue.Rebranded existing gift shop and opened new gift shop. Worked with local vendors to source product unique to the Reno marketplace. Implemented new SOP’s throughout operating departments to create uniformity within departments to ensure company assets are protected.

Laughlin, Nevada, Us

456 Room Resort, Casino & Golf Course & 260 Space RV Park200 EmployeesResponsibilities by department include Front Office, Reservations/PBX, Valet/Bell, Housekeeping, Group Sales, Entertainment, RV Park, Pool, Retail Outlets, Engineering and Environmental Services. Direct the overall development, implementation, management and execution of the resorts operation plan and vision. Developed strategic and tactical marketing plans, business operating plans and sales strategies, ultimately improving the Avi’s market position and share in the Laughlin, NV gaming and hospitality market. Responsible for achieving results with service standard ratings. Was a member of the executive committee and manager on duty program.

Oversaw daily operations of second largest harness horse racetrack in the United States, with over $30 million in annual revenues, 200 acres, 700 full-time residents and more than 900 horses with 9 direct reports and 250 employees. Operated complex with 3 restaurants, multiple bars and concession stands, catering and sales of private suites and party rooms, while restructuring and training management to provide exceptional levels of service. Developed, executed, and monitored all policies and procedures. Created aggressive new ways to market to existing and new patrons. Cultivated client relations between staff, harness horsemen, and owners.

871 Rooms650 EmployeesOversaw daily operations of full-service hotel (flagged from 1994-1997) with 50,000 square feet of meeting/convention space. Managed 650 employees and 13 direct reports.During twelve years at the Congress, worked my way up through all departments in various roles such as, Manager in Training, Assistant Front Office Manager, Director of Convention Services, F&B Director, Assistant General Manager ultimately creating the skill set to act as General Manager for the sixth largest hotel in downtown Chicago.Increased revenues by more than 53%, increased average daily rate by more than 45%. Brought in total annual revenues of $26 million dollars; $7 million came directly from F&B and Catering/Convention Sales.Interviewed, hired, supervised and counseled hotel executives in efficient operations of their respective areas. Conducted ongoing communication with all managers through weekly meetings, daily interaction, and “open door policy.”Provided information and consultation to ownership through constant verbal communications and written reports. Created and maintained budgets, forecasts and cost controls, as well as provided continuous analysis of monthly profit and loss statements.Created an atmosphere in which employees felt pride and ownership in their workplace through maintaining an “I Care” level of service and continuous renovation of the physical property. Improved appearance of property and reduced costs to property by sourcing items such as linens, terry, as well as furniture overseas. Participated in community events to maintain relationships and convey an ongoing positive image of the hotel.