Doug Arnold Email & Phone Number

Minneapolis, Mn, Us

As Director of Hotel Operations I directly oversee the Guest Services Department while also assisting the other Department Managers with administrative, training, and brand standard compliance for 218 room/suite property with two food and beverage outlets, a parking structure, over 80 team members.. While in this role, my direct team and I maintained a Guest Love/Overall Experience score of 86.43(a 2 point increase from the previous leadership) and a Loyalty Recognition score of 90.75(a 4 point increase from previous leadership). Our Management Team maintained a Cleanliness score of 93.14, a Food and Beverage score of 81.66, and a 4.46 out of 5 across all review sites.

Willmar, Mn, Us

As a member of the Task Force Team I assisted General Manager and Department Manager training and onboarding. In between training assignments I assisted with staffing at multiple locations in the Twin Cities and Rochester Metro Areas. The hotel brands that I was assigned to include Holiday Inn an IHG Hotel, Courtyard by Marriott, Residence Inn by Marriott, Homewood Suites by Hilton, Holiday Inn Express an IHG Hotel, AC by Marriott, Staybridge Suites an IHG Hotel, Hilton Garden Inn by Hilton, and Hampton Inn by Hilton.

Global, Us

Through my tenure as General Manager of the Holiday Inn Express Roseville-St. Paul my team and I maintained an Guest Love/Overall Experience score of 87.22, a Cleanliness score of 89.59, and a Problem Handling score of 91.49. We developed 15 leaders who moved from their original role into new positions with increased accountability/responsibility (the largest jump was Room Attendant to Assistant General Manager). Our property did close for one and a half months at the start of COVID 19, upon our reopening 75% of our 30 team members returned (the highest return rate for our company) and half of our team has a tenure of 5 years or more at the property. I was responsible for submitting an annual budget with capital expenditures and presenting this to the above property leadership for approval.As a leader I prefer to do the bulk of my administrative duties in the lobby where I am able to interact with guests, jump in when needed, and observe my team members in action so I know how best to coach them. Being in the lobby also allows me to assist sales in cultivating relationships and creating bonds with guests that allow us to identify new business for our hotel.

My duties as the Assistant General Manager from the Holiday Inn Express continued onto the Courtyard by Marriott. My new responsibilities included taking on staff scheduling for catering events, being an on-call cook and bartender, and limited menu creation. At this property the General Manager and I oversaw a staff of 50. We were able to leverage our service and Marriott name to be ranked #1 in RGI in a very competitive market.

Global, Us

As the Assistant General Manager of the Holiday Inn Express I have worked with the General Manager to open the hotel after a nine month shutdown/remodel. Some of my duties during this phase were building and training a 20 member team, placing/processing pre-opening orders, and completing pre-opening checklists/inspections. Since opening we have maintained an “ELITE” IHG Heartbeat rating of 91.5 which ranks our hotel as second in the Metro area by .16 and in the top 9% of the brand, consisting of 2,370 hotels. In my role, I handle all aspects of AR, AP, and handle all deposits. I oversee and process payroll for the GM’s final approval and handle MOD scheduling. I also manage all aspects of the P & L process while making recommendations on how to maintain budgetary expectations to department heads and the General Manager.

As the Executive Housekeeper at the Homewood Suites, I have led 20 employees to 5 consecutive “OUTSTANDING” ratings from Quality Assurance Inspections. Through coaching and training, my team has maintained an 87.9% SALT Cleanliness Score since I became the Executive Housekeeper. I handle all steps in the hiring, reviewing, and terminating process for my team. Through my tenure with TPI Hospitality I have successfully managed an expense budget of ~$5,500 and maintained an average CPOR of $8.01. I have been a counselor and mentor to team members both inside and outside my department. I continually look for ways to improve: My Team-through training/perspective initiatives My Hotel-by always looking for ways to make the guest experience OUTSTANDING Myself-by always pushing myself to strive for more

Los Angeles, Ca, Us

As the Assistant Operations Manager I led 5 roving housekeepers who cleaned, set-up, and maintained 300 corporate apartments within the Minneapolis/St.Paul Metro Area. My team and I secured annually renewed contacts with Target, Honeywell, Syngenta, and Cargill by passing site inspections by their upper management in quarterly reviews. We also maintained and secured internship housing programs from Target (both on and off campus housing) and Lighting Design while I was a member of the Execustay Team by consistently passing site inspections at the beginning, midpoint, and end of the internship programs. I managed a monthly expense budget of ~$8,000 and was instrumental in finding cost savings by implementing capital expenditure purchases (electronics, bedding, etc.) to offset the high cost of furniture rental. I also increased Guest Satisfaction from 70.1 to 83.7 by increased contact with our guests through routine inspections of my team’s work, improving our check-in amenities, and decreasing response time for inhouse guest requests and concerns.

Bethesda, Maryland, Us

While serving as the Assistant General Manager, I led a team of 35 employees on a 160 room, 7 acre hotel. I performed the duties of Property Accountant, HR Representative, F&B Director, and Front Office Manager. During my early years in this role I was instrumental in transitioning our PMS System from GuestView to WinPM. My team’s successes were so significant that we were able to keep a twenty year old hotel prominent in the Tallahassee market. We maintained a high level of service through the demanding Florida State/Florida A&M Football seasons, State of Florida Legislative Sessions, and The Little League World Series. Our last year saw us transition to Prism Hotels as a receivership property. This brought new challenges for our staff, but we persevered by maintaining a $85,000 annual operating budget while while retaining all of our legacy clients such as See America Tours, Florida FOP Memorial, and Rough Riders Krewe. During this period I also acted as a Transition Task Force Manager as Prism added the Hilltop Inn to its portfolio. My final role as the Assistant General Manager was working with Prism’s Corp Team to successfully transition the property to it’s new owner/operator.

Plano, Texas, Us

While serving as the Assistant General Manager, I led a team of 35 employees on a 160 room, 7 acre hotel. I performed the duties of Property Accountant, HR Representative, F&B Director, and Front Office Manager. During my early years in this role I was instrumental in transitioning our PMS System from GuestView to WinPM. My team’s successes were so significant that we were able to keep a twenty year old hotel prominent in the Tallahassee market. We maintained a high level of service through the demanding Florida State/Florida A&M Football seasons, State of Florida Legislative Sessions, and The Little League World Series. Our last year saw us transition to Prism Hotels as a receivership property. This brought new challenges for our staff, but we persevered by maintaining a $85,000 annual operating budget while while retaining all of our legacy clients such as See America Tours, Florida FOP Memorial, and Rough Riders Krewe. During this period I also acted as a Transition Task Force Manager as Prism added the Hilltop Inn to its portfolio. My final role as the Assistant General Manager was working with Prism’s Corp Team to successfully transition the property to it’s new owner/operator.

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