Brian Dell'Ergo Email & Phone Number

Scottsdale, Arizona, United States

Oversee Management Training programs (including full cycle recruitment, creation of training plans and ongoing participant support) for Belmont Village, including Executive Director In-Training (EDIT), Director of Resident Care Services In-Training (DRCS-IT), Chef Manager In-Training (CMIT) and Memory Program Coordinator In-Training (MPC-IT) programs..

Scottsdale, Arizona

In my role as Executive Director, I led the operations of a 138-apartment upscale senior living community in Scottsdale, Arizona, offering both Assisted Living and Memory Care services. I oversaw a team of approximately 110 employees, fostering a collaborative and successful environment. My commitment to innovation was recognized with the 2018 “Sets New.

South San Francisco, CA

I led the operations of a vibrant 78-apartment upscale senior living community in South San Francisco, encompassing both Assisted Living and Memory Care services. In this role, I managed a team of 50 dedicated employees, ensuring residents received exceptional care and a fulfilling lifestyle.

Tiburon, CA

In my role as Interim General Manager for the Lodge at Tiburon, a charming 103-room boutique hotel nestled in the sailing village of Tiburon, California, I spearheaded a multi-faceted effort to ensure the property's long-term success. I restructured the hotel's leadership model, laying a foundation for continued stability. Recognizing the importance of.

San Jose, CA

During my tenure at the historic Sainte Claire Hotel, I played a pivotal role in its successful rebranding as a Westin in July 2015. I joined the hotel mid-renovation and led the conversion process through completion. This included leading a team comprised of Rooms, Sales, and Engineering departments, all while representing two unions and acting as the.

Houston, Texas

Taking the helm as the first dedicated General Manager after the property's sale and de-complexing in April 2013, I solidified a talented leadership team to successfully transition the hotel to a stand-alone operational model. Within the first year, I implemented a variety of strategic initiatives, including a 3-meal restaurant re-concept, that boosted.

Phoenix, Arizona

I played a pivotal role in the successful launch of a new Westin hotel, ensuring it opened on time and under budget in March 2011. As a key member of the pre-opening team, I managed the completion of the Westin brand's critical path process. My responsibilities extended to directly overseeing all operational departments, including Front Office.

Phoenix, Arizona

During the opening of a new 1,000-room conference hotel, I led the integration of Six Sigma culture. Within the first six months, I led the implementation of 10 high-impact projects, generating over $1.1 million in related benefits in 2009. My expertise expanded beyond the property level as I served as a Black Belt on two NAD Divisional Project Teams.

Scottsdale, Arizona

As Property Lead for the Green Belt, I formed a culture of continuous improvement through Six Sigma methodologies. My leadership not only fostered a 100% transfer compliance rate, but also exceeded the 2007 Six Sigma property benefit goal of $564,000 by an impressive $336,000. In talent acquisition, I spearheaded innovative recruitment strategies.

Scottsdale, Arizona

I led a team overseeing In-Room Dining, Luggage Services, Service Express, and Transportation departments. My leadership resulted in significant improvements in key areas, including StarVoice Supervisory Effectiveness, Associate Engagement, Alignment, Collaboration, and three Human Truth indices. These gains were achieved year-over-year, often exceeding.

Scottsdale, Arizona

Responsible for continual enhancements to the guest experience by monitoring, analyzing, and acting upon guest feedback through comment cards, in-person interactions, GSI surveys, and guest callbacks, and continual monitoring and shopping of local competitive set. Reenergized family programming at the Resort by founding a Family Experience committee, which.

Ka'anapali, Maui, Hawaii

Managed the Service Express Department, including Service Express Attendants, PBX/Dispatchers, Drivers and Cultural Liaisons

Wailea, Maui, Hawaii

Managed the extensive Beach and Pool, Camp Grande Kids’ Club and Resort Activities departments. Surpassed 2003 budgeted revenue of $1.6m by approximately 15% while reducing labor expenses, holding other expenses flat, and increasing customer satisfaction scores to 96%. Increased guest satisfaction scores to a 96% satisfaction rating for pool-side.

Phoenix, Arizona

Managed Concierge, Bell Staff, and Valet departments. Designed and implemented multiple training and motivational programs in order to increase associates’ knowledge of the resort's history, gain information about its Retail and Food & Beverage outlets and hone world-class customer service skills. Member, Arizona Biltmore Resort Charity Committee.

Phoenix, Arizona

Managed Front Office, PBX, Transportation and Bell Staff departments. Designed and implemented procedures such as a guest "Welcome Call" program, guest callback procedures and several other programs in order to increase customers satisfaction with the resort and its services. Implemented associate incentive program to reward associates for following proper.