Derek Mcelroy Email & Phone Number

• Regularly attends sales calls with sales managers to secure contracts, hold strategy & accountability meetings.
• Facilitated a doubling of Room Revenue from Year One to Year Two by stabilizing rate structures and department staffing guidelines, thereby encouraging repeat stays by increasing service levels. Year Three and Four.
• Maintained a Hilton Quality Assurance Inspection Overall score of 95.11% / 100.
• Worked with Sales and Revenue departments to increase STAR Report Fair Share by concerted efforts in service and revenue / yield management.
• Finished 2014 with an YTD Occupancy Index of 111.1, up 26% from 2013, an ADR Index of 129.4, up 3.1% from 2013 and a RevPar Index of 143.8, up 29.8% from 2013.
• Finished 2017 with an YTD Occupancy Index of 116, up 1.2% from 2016, an ADR Index of 132.1, up 2.9% from 2016 and a RevPar Index of 153.1, up 1.1% from 2017.

• Directed all operations for the DoubleTree by Hilton, a 303-room full service, resort-style Hotel.
• Moved Hotel 71 spots in SALT ranking in 2011, with zero capital improvements, by establishing tighter cleanliness standards and fostering a team effort towards stellar guest satisfaction.
• Increased STAR Report Fair Share by 30% in 2010 by concerted efforts in service and revenue / yield management; Maintained position through Ownership Transition.
• Prepared annual budgets, quarterly plans and actions for operations of an upscale, resort-style property.
• Maintained product and service quality standards; Promoted team member empowerment; Supported a pro-active human resource function.

• Worked as Benchmark General Manager as Hostmark was made Receiver by Bank; Handled Due Diligence during changeovers.

• Coordinated Brand Relaunch for Holiday Inn.
• Spearheaded all areas of the transition to an Italian style cuisine restaurant.
• Oversaw renovation of Restaurant and Bar and Construction of 5 additional guestrooms in old bar space.
• Played a key role in reducing operating expenses and optimizing revenue levels.
• Prepared annual budgets, quarterly plans and actions for operations.
• Developed short term and long-term financial models.

• Was instrumental in obtaining an annual contract with the University of Miami that provided my Hotel with over 12,000 roomnights and room revenue in excess of one million dollars over the course of only four months..
• Guided property through an extensive Property Improvement Plan during the course of an entire year.
• Directly supervised and coordinated all renovation projects including all interaction with City Hall and subcontractors.
• Was responsible for creating the annual budget, staffing guidelines, business plan, purchasing of operating supplies, FF&E, hiring, PMS configuration, creation and implementations of policies and procedures.
• Acted as F&B Manager for several months more than once during my 7-year tenure during candidate searches.

• Holiday Inn:
• Finished property with in-house staff after General Contractor left jobsite.
• Handled acquisition of all licenses and permits for Hotel.
• Implemented pre-opening timeline as in the Holiday Inn Standards Manual.
• Worked as liaison between ownership group and Management Company.Hampton Inn:
• Opened property after ground-up construction.

• Holiday Inn:
• Finished property with in-house staff after General Contractor left jobsite.
• Handled acquisition of all licenses and permits for Hotel.
• Implemented pre-opening timeline as in the Holiday Inn Standards Manual.
• Worked as liaison between ownership group and Management Company.Hampton Inn:
• Opened property after ground-up construction.

This was my first step toward GM. I was AGM for this 150-Room HoliDome property.